FMI 3-90.

61

BRIGADE TROOPS
BATTALION OPERATIONS

MARCH 2005
EXPIRES MARCH 2007

HEADQUARTERS, DEPARTMENT OF THE ARMY

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

 This publication is available at
Army Knowledge Online (www.us.army.mil)
and General Dennis J. Reimer Training and Doctrine
Digital Library at (http://www.train.army.mil)
 FMI 3-90.61
Field Manual-Interim Headquarters
No. 3-90.61 Department of the Army
Washington, DC, 15 March 2005
Expires 15 March 2007

Brigade Troops Battalion Operations

Contents
Page
PREFACE ..............................................................................................................v
INTRODUCTION ...................................................................................................vi
Chapter 1 THE BRIGADE TROOPS BATTALION MISSION AND STAFF FUNCTIONS 1-1
Section I - Role of the Brigade Troops Battalion .......................................... 1-1
Section II - Command and Staff Functions.................................................... 1-2
Section III - The BTB Command Group .......................................................... 1-2
Brigade Troops Battalion Commander............................................................... 1-2
Brigade Troops Battalion Executive Officer ....................................................... 1-3
Section IV - Personnel Staff ............................................................................ 1-3
Command Sergeant Major ................................................................................. 1-3
Chaplain ............................................................................................................. 1-4
Section V - Coordinating Staff ........................................................................ 1-4
Human Resources Section (S1)......................................................................... 1-4
Intelligence Section (S2) .................................................................................... 1-4
Operations Section (S3) ..................................................................................... 1-5
Sustainment Section (S4)................................................................................... 1-6
C4 Communications Section (S6) ...................................................................... 1-6
Section VI - Special Staff ................................................................................. 1-7
Fires NCOs (Operations and Intelligence Section) ............................................ 1-7
Chemical Officer ................................................................................................. 1-7
Physician’s Assistant (PA).................................................................................. 1-7
Chapter 2 ASSIGNED AND ATTACHED ORGANIZATIONS ........................................... 2-1
Section I - Headquarters and Headquarters Company, BTB ...................... 2-1
BTB Headquarters Section................................................................................. 2-1
Maintenance Section .......................................................................................... 2-3
Section II - Headquarters and Headquarters Company, HBCT.................... 2-4
Section III - The Military Intelligence Company ............................................. 2-6
Section IV - The Network Support Company............................................... 2-10
The Network Support Company (NSC)............................................................ 2-10
Headquarters and Network Support Platoon ................................................... 2-11

Distribution Restriction: Approved for public release; distribution is unlimited.

i
FMI 3-90.61

Section V - Typical Attachments ...................................................................2-13

Smoke/Decontamination Platoon .....................................................................2-13
Civil Affairs Teams ............................................................................................2-13
Psychological Operations .................................................................................2-13
Public Affairs .....................................................................................................2-13
Explosive Ordnance Disposal Companies .......................................................2-14
Engineer Support ..............................................................................................2-14
Chapter 3 BRIGADE TROOPS BATTALION SUPPORT FOR THE HBCT.......................3-1
Section I - General ............................................................................................3-1
Section II - BTB Support and Assistance for the HBCT Battle Staff. ..........3-1
Military Intelligence Company (MICO) ................................................................3-3
Network Support Company.................................................................................3-4
MP Platoon..........................................................................................................3-4
CBRN Recon Platoon .........................................................................................3-5
Brigade Troops Battalion ....................................................................................3-5
Section III - Planning and Preparation Support for BTB Organic Units ......3-7
Section IV - BTB Planning and Preparation Support and Assistance to
Organic Units During Operations....................................................................3-9
Planning ............................................................................................................3-10
Preparation........................................................................................................3-13
Execution ..........................................................................................................3-16
Summary...........................................................................................................3-17
Chapter 4 PLANNING, PREPARING, AND EXECUTING REAR AREA AND BASE
SECURITY OPERATIONS .................................................................................4-1
Section I - Planning Rear Area and Base Security Operations ....................4-1
Noncontiguous AO in Non-Linear Operations Situation .....................................4-4
Contiguous AO in Non-Linear Operations Situation .........................................4-15
Linear Defensive Operations Situation .............................................................4-18
Mission Analysis ...............................................................................................4-19
Course of Action (COA) Development..............................................................4-19
Section II - Preparing for Rear Area and Base Security Operations .........4-20
Section III - Executing Rear Area and Base Security Operations ..............4-20
Rear Area and Base Security Operations Are a Key Element of the HBCT’s
Sustaining Operation During Full Spectrum Operations...................................4-25
Appendix A AVIATION SUPPORT OF GROUND OPERATIONS ....................................... A-1
Appendix B FIELD PROCESSING DETAINEES .................................................................. B-1
Appendix C MEDIA ON THE BATTLEFIELD ....................................................................... C-1
Appendix D ENVIRONMENTAL CONSIDERATIONS.......................................................... D-1
Appendix E DIGITAL COMMAND AND CONTROL REHEARSAL ..................................... E-1
GLOSSARY .......................................................................................... Glossary-1
REFERENCES.................................................................................. References-1

ii FMI 3-90.61 15 March 2005

 Contents

Figures
Figure Intro-1. Today’s Army................................................................................................... viii
Figure Intro-2. Restructuring Today’s Army ..............................................................................ix
Figure Intro-3. Modularity and the Army’s Need to Change...................................................... x
Figure Intro-4. UEy and UEx .....................................................................................................xi
Figure Intro-5. From Divisions to Brigades...............................................................................xii
Figure Intro-6. UEy Organization.............................................................................................xiv
Figure Intro-7. UEx Organization..............................................................................................xv
Figure Intro-8. Heavy BCT...................................................................................................... xvii
Figure Intro-9. Fires Brigade ...................................................................................................xix
Figure Intro-10. UEx Aviation Brigade......................................................................................xx
Figure Intro-11. BFSB Brigade ................................................................................................xxi
Figure Intro-12. Maneuver Enhancement Brigade ................................................................. xxii
Figure Intro-13. Sustainment Brigade ................................................................................... xxiii
Figure 1-1. The Brigade Troops Battalion Organization Chart............................................... 1-1
Figure 2-1. HBCT HHC Organization ..................................................................................... 2-1
Figure 2-2. BTB HHC ............................................................................................................. 2-5
Figure 2-3. Military Intelligence Company ..............................................................................2-6
Figure 2-4. Network Support Company Organizational .......................................................2-11
Figure 3-1. Command and Support Relationships ................................................................. 3-2
Figure 3-2. BTB Organic Unit Support to the HBCT Battle Staff............................................ 3-3
Figure 3-3. BTB Battle Staff Support to the HBCT Battle Staff for Rear Operations ............. 3-6
Figure 3-4. Civil Affairs and Psychological Operations Support to the HBCT Battle
Staff..................................................................................................................... 3-7
Figure 3-5. Specified Tasks for the Brigade Troops Battalion ............................................... 3-8
Figure 3-6. The Operations Process. ...................................................................................3-10
Figure 3-7. MICO Planning Phase Tasks.............................................................................3-13
Figure 3-8. MICO Assets Positioned Throughout the HBCT Area of Operations ................3-15
Figure 3-9. MICO Preparation Phase Activities Requiring BTB Staff Monitoring and
Coordination......................................................................................................3-16
Figure 3-10. MICO Execution Phase Activities Requiring BTB Staff Monitoring and
Coordination......................................................................................................3-17
Figure 4-1. Recent and On-going Insurgent Activity .............................................................. 4-6
Figure 4-2. Initial Array of HBCT Forces ................................................................................ 4-9
Figure 4-3. Deployment of MICO Assets..............................................................................4-10
Figure 4-4. Deployment of Network Support Company RETRANS Assets .........................4-11
Figure 4-5. HBCT Unassigned Areas...................................................................................4-12
Figure 4-6. Rear Area Security Tasks ..................................................................................4-13
Figure 4-7. Initial Array of HBCT Forces ..............................................................................4-16
Figure 4-8. MICO and Network Support RETRANS Assets in the BTB Area of
Operations.........................................................................................................4-17
Figure 4-9. BTB Area of Operations Security Tasks ............................................................4-18
Figure 4-10. HBCT Defensive Operations ...........................................................................4-19

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FMI 3-90.61

Figure 4-11. BTB Staff Actions During Execution................................................................ 4-21

Figure A-1. Heavy Aviation Brigade....................................................................................... A-3
Figure A-2. Light Aviation Brigade ......................................................................................... A-4
Figure A-3. Forced Entry Aviation Brigade ............................................................................ A-5
Figure A-4. Army Special Operations Aviation Regiment...................................................... A-6
Figure A-5. Assault Helicopter Battalion ................................................................................ A-8
Figure A-6. General Support Aviation Battalion..................................................................... A-9
Figure A-7. Close Combat Attack Briefing ........................................................................... A-17
Figure A-8. Example of a Close Combat Attack Brief.......................................................... A-19
Figure B-1. DA Form 4137, Evidence/property Custody Document (Front).......................... B-6
Figure B-2. DA Form 4137, Evidence/property Custody Document (Back) .......................... B-6
Figure B-3. DD Form 2745, Enemy Prisoner of War (EPW) Capture Tag (Front) ................ B-7
Figure B-4. DD Form 2745, Enemy Prisoner of War (EPW) Capture Tag (Back)................. B-8
Figure E-1. Example of Equipment Listing for DC2R Functions Check ................................ E-2
Figure E-2. Example of ABCS Functions Check of Messages Between Systems................ E-3
Figure E-3. Example of FBCB2 Checklist.............................................................................. E-4
Figure E-4. Example of ABCS Checks at the Battalion Level ............................................... E-5

Tables
Table 4-1. HBCT Rear Area Critical Asset Analysis Worksheet ........................................... 4-3
Table A-1. Danger Close Ranges for Attack Helicopter Engagement................................. A-18
Table B-1. Five Ss and T Method of Detainee Field Processing........................................... B-3
Table D-1. Environmental Assistance....................................................................................D-1

iv FMI 3-90.61 15 March 2005

 Preface
Field Manual-Interim (FMI) 3-90.61 provides tactics, techniques, and procedures (TTP) for the
brigade troops battalion (BTB) of the heavy brigade combat team (HBCT). This publication—
Provides the doctrinal guidance for commanders, staffs, and subordinate commanders
and leaders of the currently transitioning organizations who are responsible for
conducting (planning, preparing, executing, and assessing) BTB operations in the
HBCT.
Serves as an authoritative reference for personnel developing doctrine (fundamental
principles and TTP) materiel, and force structure; institution and unit training; and
standing operating procedures (SOPs) for BTB operations.
FMI 3-90.61 is written for the battalion commander, battle staff, subordinate commanders, and
all supporting units. The manual reflects and supports the Army operations doctrine as stated in
FM 3-0, Operations. This manual is not intended as a stand-alone reference for BTB operations;
rather, it is intended to be used in conjunction with existing doctrine.
This FMI addresses BTB operations in support of HBCTs organized under the Army modular
concept that governs the development of equipment, training, and structure for former divisional
brigades. The procedures described herein are intended as a guide and are not to be considered
inflexible. Each situation in combat must be resolved by an intelligent interpretation and
application of the doctrine set forth herein.
This FMI is published to provide expedited delivery of doctrine urgently needed to execute
transformation to modular organizations. It has not been placed through the standard
development process but is authorized for implementation. FM 3-90.61 is under development
and will supersede this FMI before its expiration date. Send comments on this FMI to the
address below. The proponent will consider them for inclusion in FM 3-90.61.
The doctrine in this FMI is based on suggestions, insights, and observations developed from four
separate 3d Infantry Division HBCT rotations at the Combat Training Centers (CTCs),
conducted by Task Force Modularity Field Experimentation Project Team (FEPT), Joint and
Army Experimentation Division (JAED), Futures Center (FC), TRADOC, during FY 2004. Each
CTC rotation yielded valuable information concerning new BTB operations. Additionally, Task
Force Logistics contributed significant insights to the doctrine in this FMI.
This FMI is not a stand-alone document. It was written in conjunction with five other FMIs relating to HBCT
operations, including the HBCT, HBCT combined arms battalion operations, HBCT fires and effects
operations, HBCT logistics, and HBCT reconnaissance squadron operations. These FMIs include not only TTP
that have changed due to the new organization but also a wide variety of TTP that, after implementing the new
HBCT organization, remain relevant and provide the required contextual frameworks.
The proponent of this publication is US Army Training and Doctrine Command (TRADOC).
Submit changes for improving this publication on DA Form 2028 (Recommended Changes to
Publications and Blank Forms) and forward it to Commander, US Army Armor Center, ATTN:
ATZK-TDD, Fort Knox, KY 40121-5000, or e-mail comments to Doctrine @knox.army.mil.
Unless otherwise stated in this publication, the masculine nouns and pronouns do not refer
exclusively to men.

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 Introduction

SECTION I - PURPOSE
An interim field manual (FMI) is a Department of the Army publication that provides expedited
delivery of urgently needed doctrine. This FMI is one of six being prepared to meet the doctrinal
requirements of the heavy brigade combat team (HBCT). This FMI applies to the
transformational force across the full spectrum of military operations: peacetime military
engagement (PME), small-scale contingencies (SSCs), and major combat operations (MCO).
The doctrine contained in this FMI is approved for immediate use in training and operations.
Operational concepts described in this manual are based on decisions by the Army Chief of Staff
to reorganize the Army to a brigade-based force and to quickly implement “good enough” designs
that will be refined over time. The material provided in this FMI is considered good enough to
satisfy the requirements of the Army’s transforming organizations.
The intended audience for this publication is leaders and staff sections within transforming
units. These leaders include those in combined arms chains of command, field and company
grade officers, middle grade and senior noncommissioned officers, and battalion and squadron
command groups and staffs. This manual provides guidance for unit of employment (UEx)
leaders and staffs executing training and employment of the heavy brigade combat team (HBCT)
for the purpose of conducting close combat in offensive and defensive operations. This
publication may also be used by other Army organizations to assist in their planning for support
to HBCTs.
This FMI applies to the active component (AC), reserve component (RC), and Army civilians. It
builds on the collective knowledge and experience gained through recent operations, numerous
exercises, and the deliberate process of informed reasoning. It is rooted in time-tested principles
and fundamentals while accommodating new technologies and diverse threats to national
security.
This FMI will expire after 2 years from its approved publication date. Throughout its life,
proponents should collect feedback to refine emerging doctrine and incorporate it into new or
revised field manuals.

SECTION II - TRANSFORMING TO MEET OPERATIONAL REQUIREMENTS

WE ARE A NATION AT WAR

In the opening decade of the 21st century, regional instability, proliferation of weapons of mass
destruction (WMD), transnational threats from groups using terrorism to achieve political
objectives, the spiraling information revolution, and ongoing globalization have created a
prolonged period of conflict for the United States with great uncertainty about the nature and
location of that conflict. The multipolar world created by the breakup of the Soviet Union has
presented the US Army with both opportunities and challenges.
Current and future enemies may look different from the Soviet Union, but American interests
remain the same. Today, while peace exists between the great powers, a state of permanent
white water can be found in much of the world.

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 Introduction

In this environment, war is the norm, and peace is the exception. Our adversaries seek adaptive
advantage through asymmetry. America has near peer competitors in niche areas, and
conventional force on force conflicts are still possible. There is an enormous pool of potential
combatants armed with irreconcilable ideas, and our homeland has become part of the
battlespace.
Historically, conventional terrorism and threats directed at US citizens and property were
conducted outside of US borders. The events of 9/11 demonstrated that the threat to the US
homeland from transnational organizations and groups with regional agendas is very real.
The Army must be able to defuse crises and/or defeat aggression early to prevent escalation and
limit damage. To meet the requirements of the current operational environment, we need
flexible, rapidly deployable forces and sufficient depth and strength to sustain multiple,
simultaneous operations.
The Army must adapt to these challenges NOW. We are generating more versatile combat power
because:
We have extended worldwide commitments.
We will remain at war for the foreseeable future.
We must be more responsive to the needs of regional combatant commanders
(RCCs).
We must execute offensive, defensive, stability, and support operations as part of
an integrated joint force.

DELIVERING THE RIGHT ARMY FORCES

To better meet current and future operational requirements, the United States Army is
undertaking a total organizational redesign of its combat and associated support units, while in
the midst of the global war on terrorism (GWOT). In terms of scope, the efforts to transform the
Army rivals the changes wrought in the Army by Secretary of War Elihu Root a century ago in
1903. This effort involves changing how the Army conducts operations, and how it is organized
to accomplish assigned missions. The organization and doctrine of the Army that appears as the
result of transformation will not resemble that with which our nation fought the major conflicts
of the last century. (See Figure Intro-1.)

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FMI 3-90.61

Figure Intro-1. Today’s Army

We are seeking a campaign-quality Army with a joint and expeditionary mindset. This new
expeditionary mindset recognizes we are an Army in contact, engaged in ongoing operations, and
ready to respond to the next crisis as it evolves. Transformation is an attitude and spirit—
infused across the entire force—that embraces a forward-leaning, modular, joint interdependent
and capabilities-based Army led by aggressive, intelligent, and empowered Soldiers. This team
of teams will transform to an Army that will ultimately win the war on terror and provide long-
term security for the Nation.
Army transformation is a comprehensive effort intended to reinvent the Army at strategic,
operational, and tactical levels. Formations will be redesigned to provide modular, capabilities-
based organizations, increasing their relevance and responsiveness to RCCs.
Changing the organizational structure of units must be logically consistent with future force
concepts but tempered by the technological and current force capabilities that are reasonably
available in the near term. This force will be strategically responsive, networked, and fight with
a precision capabilities-based maneuver force that is dominant across the range of military
operations envisioned for the future global security environment.
Delivering the right Army forces at the right place and time is vital to the joint force
commander’s ability to defeat any enemy. As the Army repositions and reconfigures its forces,
the ability to rapidly deploy, employ, and sustain forces throughout the global battlespace will be
expanded. Keeping the Army relevant and ready is about anticipation and not about preparing
for yesterday's challenges. The world is changing and the Army is responding to these changes
and positioning itself for the challenges of the future strategic environment with forces that will
be more effective in combat missions, more capable of stability operations, and far better at
interacting with other service tactical elements of the joint force.

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 Introduction

SECTION III - A TOTAL ORGANIZATIONAL REDESIGN

MODULARITY
Modularity is the foundation for building a campaign quality Army with joint and expeditionary
capabilities. Often, commanders require a function to be performed that does not warrant the
deployment of an entire unit. However, deploying portions of units can render the remaining
elements of the parent organization incapable of performing their mission due to a lack of key
personnel and equipment
Modularity provides a force design methodology that aids in solving these dilemmas. It enhances
the Army's ability to rapidly respond to a wide range of global contingencies with a force
possessing needed functions and capabilities, while deploying a minimum of troops and
equipment. It is a methodology that puts the right amount of the needed capabilities at the right
place at the right time. At the same time, it also leaves behind the remainder of an organization
that can be deployed later or can provide mission-capable support elsewhere if needed.
Modularity is about packaging units into flexible configurations, creating more cohesive and
capable units, and adjusting the types and mix of AC and RC units (See Figure Intro-2). Modular
units are rapidly deployable, responsive, agile, tailorable, and discrete packages of land force
combat power.

Figure Intro-2. Restructuring Today’s Army

The object of modularity is to provide superior tactical units that are more responsive and
provide greater mission potency for the joint force commander.
Modularity provides the methodology for the Army to achieve a force structure that will optimize
rapid assembly of mission-oriented contingency forces that are effective and efficient; while
providing a means of rapidly identifying, mobilizing, and deploying doctrinally sound,

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FMI 3-90.61

sustainable, and fully mission-capable elements/organizations capable of operating in a joint and

combined environment (See Figure Intro-3.)

Figure Intro-3. Modularity and the Army’s Need to Change

Modularity will apply to force elements, including command and control (C2) headquarters
performing missions across the range of military operations (peacetime, conflict, and war) and
force elements participating in joint, combined, multinational, and interagency operations.

MODULAR HEADQUARTERS
Since 1999, the US military has undergone a sweeping evolution driven by operational
experience and new capabilities. In the past, the conduct of operations was divided into loosely
linked major land, sea, and air operations, often conducted with different objectives. Today, joint
operations form an integrated joint fabric, and increasingly, operations are integrated at the
tactical level. The nature of modern land operations has changed in terms of geography and
time. In general, operations have become more distributed in space and more simultaneous in
time. At tactical and operational levels, subordinate units operate in noncontiguous areas of
operations and conduct nonlinear operations as a matter of routine. This change is the result of
smaller and more agile forces, significant improvements in C2, and continuing integration of
joint capabilities at lower echelons. Army forces continue to increase their lethality. The
integration of advanced information technologies multiplies the effectiveness of the individual
weapon systems by many times. All these factors support Army forces executing offensive land
operations early in the campaign by introducing forces capable of maneuvering to operational
depths as part of an integrated joint force.
The operational environment requires Army forces that are much more responsive and tailored
to the needs of the combatant commanders. Army forces must be capable of executing a full
range of military operations from theater war through smaller contingencies to humanitarian
assistance. To meet joint requirements, the Army is reorganizing its echelons above brigade.
Between now and 2010, two higher headquarters will replace the existing structure of divisions,
corps, and echelons above corps. These new headquarters are currently designated units of

x FMI 3-90.61 15 March 2005

 Introduction

employment (UE), specifically a UEx (primary warfighting) and a UEy (theater operational land
force and joint support) echelon (See Figure Intro-4). While the tendency is to think of these
echelons as linear improvements to the division and corps, they are not. Both higher echelons
will be complementary, modular entities designed to employ tailored forces within integrated
joint campaigns.

Figure Intro-4. UEy and UEx

Units of employment execute offensive, defensive, stability, and support operations on land as
part of an integrated joint force. The UEx will become the principal warfighting headquarters of
the Army, exercising operational control over brigades employed in tactical engagements. The
UEy will focus primarily on the Army component responsibilities, supporting the entire theater
and the operational forces (joint, interagency, and multinational) as required by the combatant
commander.

The Brigade-Based Force

The Army will transform to a brigade-based modular Army to achieve more balance in the force,
with the ability to operate decisively in an uncertain environment against an unpredictable
threat that will make every attempt to avoid our strengths (See Figure Intro-5). This redesign
effort, as well as associated restructuring and stabilization initiatives, are important as they are
intended to sustain both the active and reserve component Army through a potentially long-
term and manpower- and resource-intensive war on terrorism.

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FMI 3-90.61

Figure Intro-5. From Divisions to Brigades

The new brigade designs achieve three goals set by the Army’s Chief of Staff. This new design
will:
• Increase the number of combat brigades available to the Army while maintaining combat
effectiveness that is equal to or better than that of current divisional brigade combat
teams.
• Create smaller standardized modules to meet the varied demands of RCCs and reduce
joint planning and execution complexities.
• Redesign brigades to perform as an integral part of the joint team. This makes them
more capable in their basic ground close combat role, able to benefit from other service
support, and able to contribute more to other service partners.
The fundamental transforming idea behind the Army’s reorganization is to organize Soldiers
into powerful and modular brigade combat beams (BCTs) with dramatically improved C2
systems. This pairing of better combat potential with superior C2 will give the brigades the
ability to gather more information faster and more reliably and to fight as a networked team of
teams internally and with teammates in the other services. This will give the new maneuver
brigades significantly greater combat power than that of contemporary ones.
The principal tactical unit of the modular Army will be the BCTs, which will be made up of
battalion-sized and company-sized subunits. Brigade-based, modular units are rapidly
deployable, lethal, responsive, agile, tailorable, and discrete packages of land force combat
power.
Today’s varying types of divisional and nondivisional BCTs will be reduced to three variants.
Two standard BCT designs will replace the task-organized combinations formed inside today’s

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 Introduction

divisions. One variant is a heavy brigade combat team (HBCT), and the other is an infantry
brigade combat team (IBCT). Selected IBCTs will be organized along the standard design but
will retain the ability to conduct forced entry operations by vertical envelopment (air assault and
airborne). The Stryker brigade combat team (SBCT) is the third type of maneuver BCT available
to the UEx commander.
These BCTs will be standing combined arms formations and will include organic battalion-sized
maneuver, fires, reconnaissance, and logistics subunits. In contrast to current divisional
brigades, the modular force BCTs will be fixed base table of organization and equipment (TOE)
units.
With the fielding of BCTs, the Army will shift from a division-based stance to a brigade-based
posture. The Army shifts from generating and employing divisions in decisive land operations to
providing the joint commander the right mix of BCTs and appropriate C2 as part of an
integrated joint operation. Rather than providing some derivative of a division, as the Army does
now, the Army will provide a mix of capabilities, controlling headquarters, and an appropriate
commander to meet the requirements of the joint force commander, which will be driven by the
threat and mission requirements.
Despite their organizational similarity to present maneuver brigades, the transformed modular
BCTs are organized to maintain combined arms teamwork more effectively under intense stress.
Advanced C2 tools, increased reconnaissance capabilities with improved sensors, and better
precision weapons add significantly to the effectiveness of the new brigade combat teams.
These BCTs will magnify the effects of all the elements of combat power—maneuver, firepower,
protection, leadership, and information—in new ways. As their fighting systems improve over
the next decade, combat units will generate significant increases in combat power and
significant advances in the focus, discrimination, and precision of combat effects.
Lethality in combat is determined less by the total number of shooters in an organization than
by the number it can bring to bear and the accuracy with which they fire. While the shooters in
the brigades’ direct and indirect fire systems are familiar (120mm and 25mm cannons; small
arms, machineguns, grenade launchers, and antitank/antimateriel/antiair missiles; 60mm,
81mm, and 120mm mortars; and 105mm or 155mm howitzers), their effectiveness has been
substantially improved through better situational understanding (SU) and fire control tools.
To support the new heavy, infantry, and Stryker BCTs, five types of supporting brigades will be
organized to provide supporting aviation; artillery fires; sustainment; intelligence, surveillance,
and reconnaissance (ISR); and protection. These supporting brigades are organized to perform
specific combined arms support functions.
The supporting brigades are flexibly organized to meet mission demands. Each brigade includes
a mix of organic and assigned battalions. Each can be tailored for the specific set of mission,
enemy, terrain and weather, troops and support available, time available, and civil
considerations (METT-TC) conditions of a major operation or contingency and can be task
organized in size from a brigade-sized element down to platoon-sized or section-sized elements.
These supporting brigades provide the means to weight the decisive operation or to tailor BCTs
for specific missions.
The Army National Guard will have the same common BCT design as the active Army but will
retain a separate scout group in addition to its heavy, infantry, and Stryker BCTs. The Army
Reserve will provide an array of supporting units.

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FMI 3-90.61

SECTION IV - THE NEW ARMY FORCES

UEY
The UEy is the Army theater-level headquarters that directly supports the RCCs. The UEy
consolidates most of the supporting functions currently executed by Army corps and Army
service component commands (theater Army) into a single operational command echelon. The
UEy will be the primary vehicle for support to the entire region as well as Army, joint, and
multinational forces deployed to a joint operational area (JOA). There will be one UEy for each
RCC, and any subunified command designated by the Secretary of Defense.
The UEy commander performs the service unique functions and tasks of the Army service
component commander (ASCC) for that RCC. In major combat operations, the UEy may become
the joint force land component commander (JFLCC) and exercise operational control over
tactical forces. It can also provide the headquarters for a joint task force in smaller scale
contingencies. The UEy requires some joint augmentation to function as the JFLCC or joint task
force (JTF). The specific organization of each UEy will be based on the unique requirements of
the joint force commander/RCC and the conditions of the theater. Figure Intro-6 shows a general
regionally focused UEy C2 headquarters.

Figure Intro-6. UEy Organization

Four regionally focused commands or brigades will provide a theater base to each UEy and allow
it to support the operations of the UEx and other joint and multinational forces in the combatant
command. These supporting commands and brigades supporting each theater include a theater
sustainment command (TSC), a theater network command (TNC), a theater intelligence brigade

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 Introduction

(TIB), and a civil affairs brigade. The situation in each theater will dictate the size of the
commands and theater-level brigades that support Army forces in theater.
The UEy receives other commands and brigades as required for execution of campaigns.
Typically, these include a medical command, air and missile defense command, theater aviation
brigade, engineer brigades, military police brigades, and one or more tailored UEx. From these
forces and based on the assigned mission, the UEy may allocate additional maneuver, fires,
aviation, surveillance, maneuver enhancement, sustainment, and other functional brigades to
the UEx during the conduct of operations.

UEX
The primary tactical war fighting headquarters will be the UEx. The UEx will combine the
functions of today’s division with the tactical responsibilities of the corps. The primary task of
the UEx will be to direct the operations of the subordinate brigades and battalions. In marked
contrast to the division, the UEx will not be a fixed formation. The UEx will not have any
organic forces beyond the elements that make up the headquarters and its special troop
battalion that includes life support and maintenance, a security company, a signal company, and
a mobile command group section. Figure Intro-7 depicts a UEx organization.

Four deployable command

posts, with security, signal,
UEx
and life support provided by
the special troops battalion Organic to the UEx
ll
TAC1 TAC2 MAIN MCG STB

Assigned or attached to the UEx

X X X X X X X X
X
X SUST

A mix of assigned and A mix of assigned and

attached brigade combat attached supporting brigades
teams

Figure Intro-7. UEx Organization

The UEx will be a completely modular C2 entity designed to exercise C2 over assigned brigades.
Fully modular, the UEx headquarters is self-contained and built for today’s expeditionary
warfare. This contrasts sharply with the current division, which is the largest fixed organization
in the Army.
The modular design envisions that the UEx can control a mix of the six basic types of brigade
formations—the BCT, the aviation brigade, the battlefield surveillance brigade (BFSB), the

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FMI 3-90.61

maneuver enhancement brigade (ME), the fires brigade, and the sustainment brigade. Since the
UEx has no fixed structure beyond the UEx headquarters, not all of these brigades may be
present in an operation. In some operations, the UEx may control more than one of a particular
type of brigade. The UEx may also control functional groups, battalions, or even companies, but
normally, these will be task organized to one of the brigades.
The UEx conducts decisive, shaping, and sustaining operations that translate operational
directives into tactical action. The UEx is organized, manned, trained, and equipped to
accomplish the following:
• Control up to six BCTs in major combat operations but may control more in prolonged
stability operations. However, the span of command may decrease to one or two BCTs
during forcible entry operations.
• Control a tailored mix of other warfighting capabilities organized under the five
multifunctional supporting brigades. The UEy may also attach or operational control
(OPCON) functional brigades to the control of the UEx commander.
• Organizes and distribute C2 assets based on METT-TC. The UEx commander may
alternate command posts (CPs) between planning and execution, assign them to
geographically dispersed operations, or allocate them to divergent types of operations
occurring simultaneously (for example, offensive and stability operations). The
commander may also organize C2 according to major functions (such as Army forces
(ARFOR), land component, tactical controlling headquarters, etc.) or purpose (decisive,
sustaining, and shaping).
• Function as an ARFOR or JTF/JFLCC headquarters for SSCs without additional Army
augmentation. The UEx may serve as both the ARFOR and JFLCC simultaneously,
although augmentation may be required for extended operations.
• Direct mobile strike and precision strike operations through mission orders to the
aviation and fires brigades, respectively.
• Normally operate independently along a line of operation or in an area of operation (AO)
during offensive operations.
Each UEx is unique not only for a particular campaign but also for different phases of the
campaign. The higher headquarters continually tailors the UEx according to the factors of
METT-TC.
While current divisions are concerned solely with tactics, the UEx can function at the
operational level of war with little or no augmentation. It can perform as the ARFOR
headquarters for a small JTF and can function as the combined or joint force land component
command (C/JFLCC) with US Marine Corps or multinational augmentation. With other service
augmentation and special training, the UEx may even serve as a JTF headquarters.
In garrison, the UEx coordinating staff is organized into a general staff that includes G1,
personnel; G2, intelligence; G3, operations; G4, logistics; G5, plans; G6, command, control,
communications, and computer operations (C4OPS); and G7, information operations. The UEx
headquarters also includes special staff and personal staff for the commander. In contrast to
current division/corps headquarters organization, all of the special staff is organic to the UEx
headquarters. The headquarters has organic liaison teams. The UEx does not depend on any
subordinate brigade to provide elements of the special staff, and it has a security company that
can provide security platoons to its mobile elements.

HEAVY BRIGADE COMBAT TEAM DESCRIPTION

The following paragraphs provide a general description of the HBCT’s capabilities, organization
and C2 relationship to the UEx. The HBCT is more deployable and more versatile and
contributes more to the joint team than the previous heavy organizations they replace. Figure
Intro-8 shows how the HBCT is organized with its organic battalions.

xvi FMI 3-90.61 15 March 2005

 Introduction

Figure Intro-8. Heavy BCT

The HBCT reduces the complexity of deployment planning and replaces the many variations of
the divisional armored and mechanized brigades. It contains the combined arms components
normally required to rapidly achieve tactical overmatch in a single formation. Robust enough to
fight with or without external support for limited periods, the HBCT can fight “off the ramp”
across the full spectrum of operations when tactically loaded.
Compared to prior divisional heavy brigade organizations, the HBCT provides more mission
potency for the cargo weight and space. Making use of higher leader to led ratios, a more stable
(and thus experienced) staff, and enhanced C2 systems, the HBCT command teams employ the
brigade’s potential more effectively. Enhanced and expanded fire and air support elements
distributed throughout the organization and greater network connectivity allows maximum use
of lethal and suppressive air support.
The HBCT is versatile. While the HBCT is optimized for high-tempo offensive operations against
conventional and unconventional forces in mixed or open terrain, it is also adept in mixed
terrain defense, urban combat, and mobile security operations (screen, guard, and cover). In
addition to offensive and defensive operations, the HBCT can conduct stability operations,
support operations and support and stability operations.
The new modular HBCTs contribute more to the joint team. They are more effective in their
unique role of forcing a decision on enemy leaders in a broader variety of missions and
environments, and at a lower cost in supporting resources to the joint force as a whole.
The HBCT’s versatility and ability to make rapid transitions derives from its organic combined
arms composition. The HBCT’s balanced combined arms battalions (CABs) need minimal
reconfiguration from mission to mission. Engineers and fire support elements are organic to the
CABs. The HBCT makes better use of nonorganic lethal and suppressive fire support. HBCT
organizations are sufficiently robust to maintain full-time all-around security for all organic and
attached elements. Additionally, there is sufficient organic support to fight and win assigned
engagements before external support is required.
To further enhance versatility, the next higher headquarters can modify the mission capabilities
of the HBCT or weight them when they are designated as the main effort by attaching combat
support mission modules to the maneuver, reconnaissance, fires, or brigade troops battalion
(BTB). Because of similarities in the structure of the functions of the infantry, Stryker and
heavy BCTs and because the battalions are combined arms modules, the higher commander can
also tailor brigades for specific missions by exchanging battalions. However, the UEx normally
avoids detaching organic forces from the BCT, instead varying the size of the AO assigned to the

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FMI 3-90.61

brigade or the distribution of tactical tasks between brigades. Circumstances may compel the
UEx to task organize the subordinate battalions between BCTs, but this is the exception, and
not the rule.

THE SUPPORTING BRIGADES

There are five new brigades that support the BCTs and execute shaping and sustaining
operations throughout the UEx AO. These brigades include aviation, fires, surveillance,
maneuver enhancement, and sustainment.
These five brigades perform the following supporting functions across the UEx AO:
• Each brigade can be tailored for the specific set of METT-TC conditions of a major
operation or contingency.
• Each can join or detach themselves from any higher headquarters easily and effectively.
• Each is self-contained and does not provide staff augmentation to the supported
headquarters.
• Each has substantial network connectivity and liaison officer (LNO) capability to support
another headquarters whether it is army, joint or multinational.
• Each can access and use joint enablers to accomplish its functions.
• Each has the means to reinforce the BCTs for specific missions.
The UEx commander may also determine that a ground maneuver unit or other joint capabilities
should be placed under the operational control of supporting brigade units of action. This
decision would be based on the type of operation (offense, defense, stability, or support) as well
as METT-TC considerations.

Fires Brigade
The organization of the fires brigade differs from currently fielded corps and division field
artillery brigades in its staff design, capacity to employ electronic warfare (EW) units and
unmanned aerial vehicles (UAV). The brigade commander performs the duties of the force field
artillery commander for the unit to which the fires brigade is assigned (UEy or UEx), providing
advice on all aspects of fires and effects employment.
Each fires brigade has an organic missile battalion. Depending on METT-TC, fires brigades are
task organized with additional long-range precision missiles, advanced cannon artillery, and
counterfire radars. Figure Intro-9 provides the fires brigade mission, showing how it is organized
with organic forces and how it could be task organized with other assigned forces. The fires
brigade may receive OPCON of EW assets selected for their ability to engage enemy C2 systems.
The fires brigade provides fires on a planned or emergency basis at the direction of the UEx.

xviii FMI 3-90.61 15 March 2005

 Introduction

Fires Brigade

Mission: Plan, prepare, execute and assess combined arms operations to

provide close support and precision strike for JFC, UE, maneuver UAs and
support UAs employing Joint and organic fires and capabilities.

Organic Assigned

I I II I II
HHB BSB TAB IO
Cannon
Rocket/Missile Rocket/Missile Cannon

ATK
TBD

Figure Intro-9. Fires Brigade

The primary task of the fires brigade is to plan, coordinate, and execute precision strike
operations within the UEx AO. The conduct of strike operations is predicated on the ability of
the strike headquarters to control and synchronize all elements of the strike operation with all
available lethal and nonlethal fires to deliver concentrated effects on the target. The C2
capabilities of the fires brigade allow it to plan, prepare, execute, and assess precision strikes
with operational control of additional ISR and EW capabilities from the other brigades. The UEx
sends mission orders to the fires brigade specifying intended effects, additional capabilities
under the operational control of the fires brigade, and joint capabilities available for the mission.
The secondary task for the fires brigade is to provide reinforcing fires within the brigade AO.
When directed by the UEx, the fires brigade provides additional cannon or missile artillery to
support the BCT or delivers precision fires into the BCT AO as requested by the supported BCT
commander.
The fires brigade also provides reactive and proactive counterstrike operations to support the
UEx and BCTs.

Aviation Brigade
The aviation brigade supports the operations of the entire UEx with task-organized aviation
capabilities. The bulk of Army aviation combat power resides in the multifunctional aviation
brigade organized to support the UEx and the combined arms maneuver BCTs. The organization
of the aviation brigade combines a variety of battalions—attack, assault, lift, and support—
under one command.
The UEx aviation brigade is expansible and tailorable to the mission and can support multiple
BCTs. (See Figure Intro-10.) Based on METT-TC, the aviation brigade commander task
organizes available aviation resources into mission packages that are either controlled by a
supported BCT or the aviation brigade.

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FMI 3-90.61

Aviation Brigade

Mission: Plan, prepare, execute and assess aviation and combined arms
operations to support UEx and maneuver brigade scheme of maneuver to
find, fix, and destroy enemy forces at the decisive time and place.
HVY IN

AH – 48
X OH – 60
UH – 38 UH – 38
CH – 12 CH – 12
HH – 12 MF HH – 12

Organic Assigned

I II II II II
U
HHC CL IV
ASB ATK ASLT GS

Figure Intro-10. UEx Aviation Brigade

The aviation brigade receives priorities and mission orders from the UEx to conduct and support
reconnaissance, security, mobile strike, vertical maneuver, attack aviation support to close
combat, aerial sustainment, and C2 operations.
The aviation brigade plans and conducts mobile strike operations. Mobile strike operations are
extended combat operations that capitalize on the ability of attack aviation to maneuver to the
full depth of the UEx AO, deliver massed direct fire, and employ precision munitions in support.
The UEx executes mobile strikes outside of the BCT areas against targets that are capable of
maneuvering to avoid precision strikes.
The aviation brigade executes screening missions for the UEx. The aviation brigade may receive
the OPCON of ground maneuver and joint assets and capabilities to carry out these missions. It
supports other security operations; including BCTs assigned a screen, guard, or cover mission
with aviation forces. For guard and cover missions, the aviation brigade provides
reconnaissance, attack, and lift assets under the OPCON of BCTs. The aviation brigade also
supports area and route security operations conducted by the maneuver enhancement brigade.

Battlefield Surveillance Brigade (BFSB)

The organization of the BFSB consists of an organic military intelligence battalion, brigade
troops battalion, and a long-range surveillance detachment. (See Figure Intro-11.) Other
surveillance and reconnaissance units are attached to the BFSB and tailored to specific
operations. The tactical function of the BFSB is to develop situational understanding over
unassigned portions of the UEx AO and support UEx-level decision processes. The BFSB directs
its capabilities to the areas external to the brigade areas. Since the BFSB will inevitably lack
sufficient assets to maintain visibility over the entire AO, the brigade commander will develop a
BFSB plan for organic and attached assets based on the ISR plan developed by the G3 and G2 of
the UEx.

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 Introduction

Battlefield Surveillance Brigade

Mission: Conducts Reconnaissance, Surveillance, and Intelligence

operations to enable the UEx, JTF, or Joint Force Commander to focus
joint combat power and effects with precision to simultaneously support
current and future operations throughout the Area of Operation.
X

Organic Attached or OPCON

II II I II
R
INTEL BTB SOF UAV A

Hunter

I I I I
HHC SPT LRSD

Figure Intro-11. Battlefield Surveillance Brigade

The BFSB is organized to assist the G2 in satisfying the commander’s critical information
requirements (CCIR), which include priority intelligence requirements (PIR). It becomes the
eyes and ears of the UEx within its AO. The UEx commander describes the operation and
identifies the PIR. The commander’s intent and PIR become mission orders for the BFSB
commander. The BFSB commander controls all UEx-level surveillance and reconnaissance
assets not task organized or organic to another brigade.
The BFSB commander needs wide latitude to develop the situation across the UEx AO. The size
and scope of the operation will often require the UEx to complement and reinforce the BFSB
with additional assets. The UEx also focuses the BFSB through the allocation of brigade AOs.
The BFSB has the capability to reinforce the BCT collection capabilities. When circumstances
and orders from the UEx dictate, the BFSB will reinforce brigade intelligence capabilities with
additional assets.

Maneuver Enhancement Brigade

The maneuver enhancement brigade (Figure Intro-12) is designed as a multifunctional
headquarters only—it has no organic units beyond a brigade base of headquarters and support
units. However, the brigade headquarters includes air and missile defense (AMD); military
police (MP); engineer; and chemical, biological, radiological and nuclear (CBRN) functional
operations/planning cells. One of its uses is to create a modular, tailorable, scalable protection
force for the UEx commander.
Each maneuver enhancement brigade is uniquely tailored for its mission. Typically, the
maneuver enhancement brigade includes a mix of construction engineer, CBRN defense, civil
affairs, AMD, and MP together with a tactical combat force (TCF).

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FMI 3-90.61

Maneuver Enhancement Brigade

Mission: The Maneuver Enhancement Brigade enables and enhances the
full dimensional protection and freedom of maneuver of a supported Army,
joint or multinational headquarters by shaping, leveraging or mitigating the
effects of the operational environment at the tactical and operational
levels. It augments maneuver and support brigades with functional assets
to optimize the tailored capabilities of those organizations and enhance
force application, protection, and focused logistics across multiple areas
of operation and can provide a headquarters to command and control an
assigned area of operations including maneuver forces.
X

Organic Assigned Attached or OPCON

I I II
BSB MP EOD CA MAN
E

HHC

Figure Intro-12. Maneuver Enhancement Brigade

The maneuver enhancement brigade is responsible for protection outside of maneuver brigade
combat team AOs. Tailored with MP, ADA, combat engineer and combined arms battalions, it
preserves tactical or operational freedom of action within the UEx area of operations by
performing limited offensive, defensive, and stability missions on assigned routes or in a
designated rear area. It also plans, prepares, executes and assesses protection missions for other
joint, service, and functional and multinational headquarters when required.
The maneuver enhancement brigade does not supplant unit self defense responsibilities. Units
are still responsible for self-protection against Level I and some Level II threats. The maneuver
enhancement brigade complements self defense by focusing on protection across the UEx as a
war fighting function, not a piecemeal activity.
The maneuver enhancement brigade may provide tactical combat response forces within an AO,
improve and secure lines of communications (LOC), and it may be tasked to organize base
security and defense for several base clusters. It is organized and trained to execute selected
security missions including route security and key asset or point security. It normally requires
augmentation to perform area security operations. It is not organized, trained, or equipped to do
screen, guard and cover operations.

Sustainment Brigade
The organization of the sustainment brigade is tailored with multi-functional support battalions,
each of which includes a mix of logistical capabilities (See Figure Intro-13). Specialized support
units of varying size are task organized based on METT-TC.

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 Introduction

Sustainment Brigade

Mission: Plan, prepare, execute and assess CSS operations within

assigned AO
X
SUST

Organic Assigned Attached

X
II II
MED
BTB SPT

I I I
HHC SPT MED FIN HR AMMO TRANS MAINT S&S

Figure Intro-13. Sustainment Brigade

One or more tactical sustainment brigades move with and support the UEx. If more than one
sustainment brigade supports the UEx, the UEx staff coordinates their operations.
The sustainment brigade of the UEx provides distribution-based replenishment to the BCTs task
organized under the UEx, and area support to any other unit located within the UEx AO. The
sustainment brigade establishes temporary bases within the UEx AO to conduct mission-staging
operations (MSO) and to provide replenishment to the BCTs of the UEx.

THE FOCUS OF THIS MANUAL IS THE BRIGADE TROOPS

BATTALION
This FMI describes how the brigade troops battalion (BTB) is organized and equipped to provide
the HBCT a command and control capability over organic company and platoon-sized units and
attachments from maneuver enhancement brigades during full spectrum operations. This
manual provides suggested techniques and procedures the BTB commander and staff will use in
exercising C2 over BTB organic units during the planning, preparation, and execution of HBCT
directed missions. The BTB ensures subordinate commanders and leaders conduct pre-combat
inspections (PCI) and detailed planning and rehearsals focused on execution of assigned HBCT
tasks; ensures BTB organic units are positioned to execute their assigned tasks; and coordinates
to ensure CSS, FHP, and security are provided for BTB organic and attached units positioned
throughout the HBCT AO. This FMI provides techniques and procedures for the commander and
staff to plan, prepare, and execute rear area and base security operations for the HBCT.

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 Chapter 1
The Brigade Troops Battalion Mission and Staff Functions

The brigade troops battalion (BTB) is organized to provide the heavy

brigade combat team (HBCT) with command and control of the brigade’s
separate companies and detachments. Through its assigned subordinate
units the BTB provides a wide range of battlefield operating system (BOS)
and special mission capabilities.

The decision to create a new BTB was made after several Combined
Training Center (CTC) observer/controller and senior leader observations
of the newly fielded Stryker brigade combat team (SBCT) revealed a need
to bring the many separate, enabling combat support units under the
control of one commander. The span of control in the SBCT organizational
design proved to be too extensive for effective C2 of these many enabling
eaches. The BTB organizational design allows the HBCT commander and
deputy commander to concentrate their focus on the battle in all threat
environments, without the added direct responsibilities that these small
units require.

SECTION I - ROLE OF THE BRIGADE TROOPS BATTALION

1-1. The BTB commander commands and controls the separate companies and attachments
of the HBCT in full spectrum operations. The organic units of the BTB include a BTB HHC
including a chemical reconnaissance platoon, and a military police platoon, the HBCT HHC,
a military intelligence company, and a signal network support company. Non-organic units
and elements most likely to be attached to the BTB during operations include explosive
ordnance disposal (EOD) teams, Civil Affairs teams, psychological operations (PSYOP),
public affairs (PA), chemical—smoke and decon, and specialized engineer teams.

Figure 1-1. The Brigade Troops Battalion Organization Chart

15 March 2005 FMI 3-90.61 1-1

FMI 3-90.61

1-2. The BTB commander also performs the following roles:

Conducts rear area security operations planning, preparation, execution and
assessment for all HBCT headquarters command posts (MAIN, TAC, commander
and deputy commander mobile command group CPs and the BTB TOC) and the
HBCT rear battlespace when augmented with a combat force. The BTB is capable
of defeating Level I and Level II threats with its current organic assets.
Insures compliance of HBCT rear security base cluster defense plans and
operations for all HBCT rear units not assigned to maneuver, fires or support
battalions
Provides or coordinates for administrative/logistical operations and force health
protection to all assigned and attached units as defined in designated command
and support relationships.
Tracks and maintains situational awareness for all attached and assigned small
unit elements in the HBCT AO which are not assigned to a HBCT subordinate
battalion
Responsible for individual and collective training of organic units.
Performs other roles as dictated by the BCT CDR, based on mission requirements.

SECTION II - COMMAND AND STAFF FUNCTIONS

1-3. The BTB commander performs the same leadership duties and responsibilities that all
combat, combat support and combat service support battalion commanders perform. He
organizes his battalion staff for combat in order to plan, prepare for, execute and assess
combat operations. However the tasks he must accomplish are often quite different from his
counterpart battalion commanders.
1-4. The BTB commander’s staff exists to assist him with making and implementing
decisions. The staff aids the commander by recognizing and anticipating battlefield events so
he can decide and act faster than the enemy. Once a decision is made, the commander
depends on his staff to assist him in communicating his decision to subordinates,
synchronizing and coordinating supporting actions and supervising execution to ensure his
decision is carried out according to his intent. The staff structure of the BTB includes a
command group, the coordinating staff, a personal staff and a special staff. Staff duties,
functions, and procedures are defined in FM 6-0. The following paragraphs provide a
description of the key responsibilities of the BTB commander and his staff officers during
combat operations.

SECTION III - THE BTB COMMAND GROUP

BRIGADE TROOPS BATTALION COMMANDER

1-5. The BTB commander has total responsibility and accountability for all assigned and
attached personnel and units under his command, and is responsible for their actions. This
includes the authority and responsibility for effectively using available resources for
planning, organizing, coordinating, and controlling all military forces in accomplishing
assigned missions. The BTB commander serves as the headquarters commandant for the
HBCT commander. As such, he is responsible for all life, security and mission support
functions in the BTB. The BTB commander is also charged with responsibility for planning,
preparing and executing HBCT main and TAC CPs, mobile command groups and BTB TOC
security. The BTB commander is responsible for rear area security with assets provided by
the HBCT. In his assigned AO, he sets local intelligence collection requirements, Information
Operations themes, determines force protection measures, and performs risk analyses. The

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 The Brigade Troops Battalion Mission and Staff Functions

BTB commander ensures that his assigned companies are trained and qualified for overseas
deployment around the world in full spectrum combat operations in the GWOT.

BRIGADE TROOPS BATTALION EXECUTIVE OFFICER

1-6. The battalion XO is the principal assistant to the battalion commander. As second in
command, he must understand internal functions of the battalion including both tactical and
support operations. He supervises the BTB battle staff and coordinates assigned missions
with subordinate unit commanders. In accordance with command directives, he formulates
battle staff operating policies. He also oversees the master policy file and supervises the
tactical operations center (TOC). The many other duties and responsibilities include:
Supervising the BTB staff during the military decision making process (MDMP).
Directing, supervising, and ensuring coordination of BTB staff work.
Disseminating time analysis limitations to all battle staff sections.
Monitoring the operations of all organic company commanders, 3 platoon leaders
(MP/CM./SPT), the security section and the medical support section.
Responsible for integration and synchronization of administration and logistics
support for the all BTB assigned and attached elements including widely dispersed
attachments and TOC operations.
Managing the information operations flow within the BTB and directs the staff in
the formulation of answers to the commander’s critical information requirements
(CCIR).
Maintaining situational understanding in preparing to assume command of the
BTB.

SECTION IV - PERSONNEL STAFF

COMMAND SERGEANT MAJOR

1-7. The duties and responsibilities of the BTB command sergeant major (CSM) are
provided below:
Advises the commander on all matters concerning the enlisted Soldiers of the
battalion—enforces established policies and standards concerning enlisted
personnel performance, conduct, and mission preparations.
Performs other duties the commander prescribes, including receiving and orienting
newly assigned enlisted personnel and helping inspect command activities.
Monitors and recommends actions as necessary on the morale and discipline of the
BTB—focuses his attention on functions critical to the success of the operation.
Acts in the name of the commander when dealing with the other NCOs in the unit
and is the commander's primary advisor concerning the enlisted Soldiers.
Keeps finger on the pulse of the command, as the most experienced Soldier in the
BTB.
Trains unit first sergeants.
Monitors NCO development, promotions, and assignments within the BTB.
Plans and assesses Soldier training tasks; ensures Soldier training tasks are
identified and trained to support the performance of collective (unit) METL tasks.
Monitors the level of proficiency of training and morale of subordinate units.
Provides recommendations and expedites the procurement and preparation of
replacements for subordinate units.
Monitors food service and other logistics operations.

15 March 2005 FMI 3-90.61 1-3

FMI 3-90.61

Conducts informal investigations.

Leads the BTB and BCT HQs advance and/or quartering party during major
movements.
Assists in the CSS effort during the battle when the XO is in the TOC or forward.

CHAPLAIN
1-8. The unit ministry team (UMT) consists of the chaplain and his assistant. The specific
responsibilities of the chaplain are consistent with those of chaplains in other type
battalions. The chaplain—
Advises the commander on issues of religion (faith, ethics and morality), including
the religious needs of all BTB personnel.
Provides commanders pastoral care, personal counseling advice, and the privilege
of confidentiality and sacred confidence.
Develops and implements the commander’s religious support program.
Exercises staff supervision and technical control over religious support throughout
the BTB.
Helps the commander ensure all Soldiers have the opportunity to exercise their
religious beliefs constructively.
Informs the commander on the overall morale and climate of the task force.

SECTION V - COORDINATING STAFF

HUMAN RESOURCES SECTION (S1)

The human resources (S1) section is responsible for personnel administration. The
section provides public affairs (PA) capabilities when a PA team or detachment is
not attached. Perhaps the most important responsibility of the BTB S1 is tracking
the many, very low density, highly technical and specialized MOSs of the BTB and
its subordinate units and attachments. Cross-leveling these MOS is difficult. Tight
monitoring by the S1 is key to securing replacements in a timely manner.
1-9. The other functions of the S1 include:
Monitoring and analyzing personnel strength and projecting future personnel
requirements.
Requesting, receiving, processing, and delivering replacement personnel.
Managing casualty operations.
Planning and supervising morale support activities, postal services, awards, and
administration of discipline.
Providing personnel service support including finance and legal services. Legal
support will be provided by embedded paralegal (27D) with reach-back to the
brigade operational law team (BOLT).

INTELLIGENCE SECTION (S2)

1-10. The Intelligence (S2) section is the staff element responsible for all matters concerning
military intelligence (MI), counterintelligence, and security operations in the BTB. The
functions of the BTB S2 differ in focus from the functions of the HBCT S2. While the HBCT
S2 focuses on intelligence throughout the HBCT AO and AI, the BTB S2 Section focuses on
its own designated AO. This may include security operations and management of
intelligence for the gray space or the rear area which is not assigned to a tactical command.
Key functions of the S2 include:

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 The Brigade Troops Battalion Mission and Staff Functions

Coordinating with the HBCT S2 to obtain all intelligence products relating to the
BTB AO.
Coordinating the intelligence preparation of the battlefield (IPB) for BTB staff
planning, decision making, and targeting, focusing on the BTB rear area.
Coordinating with the BTB staff and recommending priority intelligence
requirements (PIR) for the BTB commander’s critical information requirements
(CCIR).
Performs Intelligence Synchronization, nominating collection tasks for all BTB’s
collection assets to the S3.
Providing all-source intelligence that answers the commander’s CCIR.
Maintaining the current situation regarding local enemy and environmental
factors, and updating IPB and the intelligence estimate.
Identifying and evaluating intelligence collection capabilities as they affect the AO
security, counter-reconnaissance, signal security, security operations, and force
protection (includes back briefs from patrols and analysis of EPW interrogation
information).

OPERATIONS SECTION (S3)

1-11. The operations and training (S3) section is the principal staff element responsible for
training, operations, and plans. The primary functions in a HBCT combat AO include
responsibility for rear area security planning and operations monitoring, concerning base
and cluster defense for all forward operating bases (FOB) in the BTB designated AO. The
section also plans terrain management of unsecured rear areas, including execution when
provided security forces by the HBCT commander. Additionally, the S3 section plans for the
receipt and onward movement of all units attached to the BTB. The section monitors and
tracks each attached element not assigned to a subordinate battalion within the HBCT.
Normal functions of the S3 section include:
Preparing, coordinating, authenticating, publishing, and distributing the command
standing operating procedure (SOP), operations orders (OPORD), fragmentary
orders (FRAGO), warning orders (WARNO), and other products involving
contribution from other staff sections.
Synchronizing tactical operations to include reviewing and coordinating
subordinate plans and actions.
Coordinating and directing terrain management.
Recommending priorities for allocating critical command resources and support.
Assisting the commander directly in controlling preparation for, and execution of
operations.
Staffing, executing, and supervising operational security (OPSEC).
Coordinating civil military operations.
Coordinating and controlling HBCT rear area security and NBC reconnaissance
and decontamination operations
Providing overwatch and supervision to the fire support NCOs in the O&I section
in planning and preparations for rear area fires
Providing internal BTB overwatch and supervision to the chemical platoon in
planning and preparations for employment
Coordinate requests for Army aviation support; close combat attack (CCA).
Providing overwatch and supervision to the BTB S6 section in planning and
preparing BTB C4 communications operations

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SUSTAINMENT SECTION (S4)

1-12. The Logistics (S4) section is the principal BTB staff element responsible for
coordinating the logistics integration of supply, maintenance, transportation, and services
for the battalion and all augmenting units. The S4 is the staff link between the BSB and its
subordinate units and attachments. The S4 section performs those key functions normally
associated with an S4 section. In the BTB the S4 has to support many different and complex
low density unit requirements, particularly in repair parts procurement and high-tech
equipment maintenance, much of which is contractor supported/dependent. The S4 section
monitors the operations of the HHC, BTB support platoon in feeding, fueling and fixing
logistical operations within the HBCT and BTB. The S4, in conjunction with the S2/S3
sections personnel prepare the unit movement order for moves, although elements may move
constantly. The S4 develops and maintains administrative movement plans for all modes of
transportation using FM 4-01-series publications.
1-13. Other S4 functions performed include:
Projecting requirements and coordinating all classes of supply, except Class VIII
(medical) according to the commander’s priorities.
Monitoring and analyzing the equipment and logistic readiness status of the BTB
and its attached and assigned units.
Conducts continuous logistics preparation of the battlefield for the BTB.
Developing and synchronizing CSS plans to include supply, transportation,
maintenance, and services.
Develops the BTB logistics estimate.
Keeps BTB battle staff informed of mission supportability from an internal logistics
viewpoint.
Acquires and assigns facilities.
Provides advice on food service operations.
Monitors property book activities.

C4 COMMUNICATIONS SECTION (S6)

1-14. The C4 operations (S6) section will primarily be responsible for all BTB internal C4
operations, including network management, automation management, and information
security. The S6 works closely with the signal network support company to provide support
to all BTB command and control nodes and attached or assigned elements, and coordinates
directly with the HBCT S6 on brigade C4 operations. Key functions of the S6 section include:
Advise the commander on communications requirements.
Establish, manage, and maintain communications links.
Plan and coordinate network terminals.
Determine system requirements needed for support based on the tactical situation.
Inform the commander of primary and alternate communications capabilities.
Recommend database configurations.
Establish and enforce network policies and procedures.
Prepare BTB signal estimates.
Advise the commander and other users on the requirements, capabilities, and use
of the available systems.
Coordinate signal interfaces with those not operating with ABCS.
Monitor the status of communications, to include: wide area network (WAN),
combat net radio (CNR), near-term digital radio (NTDR), enhanced

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 The Brigade Troops Battalion Mission and Staff Functions

position/locating system/tactical internet (EPLRS/TI), and global broadcast service

(GBS) and joint network node (JNN).
Coordinate signal requirements for units attached or OPCON to the BTB.

SECTION VI - SPECIAL STAFF

FIRES NCOS (OPERATIONS AND INTELLIGENCE SECTION)

1-15. The fires NCOs in the O&I section coordinate fires and effects for the BTB’s assigned
area of responsibility. These fires NCOs provide expertise, planning capability, and
integration of fires and effects into BTB plans for rear area security. They work under the
staff supervision of the BTB S3 and receive staff oversight from the HBCT FEC. The primary
responsibilities of the fires NCOs in the O&I section include:
Plan, coordinate, synchronize and execute fires and effects in support of BTB rear
area operations.
Collaborate in the intelligence preparation of the battlefield (IPB) process.
Participate in the BTB military decision making process (MDMP).
Participate in the BTB targeting process.
Recommend the establishment of and changes to fire support coordinating
measures (FSCM) for the BTB area of responsibility.
Coordinate clearance of lethal and non-lethal attack against targets in BTB AO.
Coordinate requests for joint fires through the HBCT FEC.
Provide input to the HBCT’s COP to enhance SU.

CHEMICAL OFFICER
1-16. The BTB Chemical Officer and NBC Staff NCO are responsible for NBC planning for
the BTB and providing the BTB commander, staff and subordinate and attached units
technical advice on NBC related matters.

PHYSICIAN’S ASSISTANT (PA)

1-17. The BTB physician’s assistant (PA) serves as the chief of the medical support section
and advises the BTB commander on the health of the command and force health protection
issues. The PA is Army trauma management (ATM) qualified and works under the clinical
supervision of a physician/surgeon. The PA is responsible to his supervising
physician/surgeon for medical treatment provided by medical personnel (inclusive of medical
personnel assigned to the BTB. The duties include—
Operating the BTB Level I medical treatment facility/aid station.
Planning and directing unit Level I force health protection (FHP) for the battalion.
Coordinating with the medical company for Level II consultation and treatment
support.
Coordinating for patient evacuation to the supporting medical company.
Supervising the administration and maintenance of equipment, the supply
function, technical training, and the employment of medical personnel.
Examining, diagnosing, and treating (or prescribing courses of treatment for)
patients, to include ATM for the trauma patient under the clinical supervision of a
physician.

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 Chapter 2
Assigned and Attached Organizations

Unique to the brigade troops battalion (BTB) is the composite structure of

the assigned companies and platoons, including two separate
headquarters and headquarters companies. This chapter addresses what
these units do as well as their respective roles on the battlefield.

SECTION I - HEADQUARTERS AND HEADQUARTERS COMPANY, BTB

2-1. The role of the BTB HHC is to provide C2, security, and administration and logistics to
the company’s assigned platoons and staff sections, and any attached units, as well as to all
the BTB organic companies. The HHC consists of the chemical, biological, radiological,
nuclear (CBRN) reconnaissance platoon, the military police platoon, the support platoon, the
headquarters section, the security section, the medical support section and attached units.
The HHC provides logistical support to the BTB TOC and HBCT main and TAC command
posts, and all attached units to both headquarters companies. This support includes
maintenance of all organic and attached equipment, fueling operations, force health
protection, and field feeding operations for both headquarters.

Figure 2-1. BTB HHC Organization

BTB HEADQUARTERS SECTION

2-2. The BTB headquarters section consists of the BTB commander, XO, and command
sergeant major (CSM) and a driver. The command section commands and controls four
companies and all attached units.

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BTB HHC COMMAND SECTION

2-3. The BTB HHC command section includes the HHC commander, XO, first sergeant, and
company support personnel. It is responsible for C2 of the company and sustaining the BTB
and its subordinate units. The supply sergeant establishes accounts with designated BSB
logistics support units, coordinating with the battalion S4 for all required classes of supply
(less medical), and giving sustainment advice to the HHC command section.
2-4. The HHC commander serves as the headquarters commandant for the BTB and
answers directly to the BTB commander. The HHC commander is responsible for the
support, security, and movement of the BTB TOC and for all organic BTB staff and attached
elements of the HHC. The HHC commander is responsible for subordinate unit admin/log
support, discipline and morale, and mission accomplishment. The HHC commander is
responsible for individual and collective training (less technical medical). The commander
ensures the chemical and MP platoon leaders are prepared to accomplish assigned missions
by conducting detailed planning, mission brief backs, pre-combat inspections (PCI) and
rehearsals focused on execution of HBCT assigned tasks. The HHC commander may also be
designated to coordinate and negotiate with host nation civil and military leaders and
contractors.

The HHC XO
2-5. The company executive officer is the company's second in command and its primary
internal operational planner and coordinator. He and the company headquarters personnel
serve as the company's battle staff and operate the company CP and net control station
(NCS) for both radio and digital traffic. The company executive officer's other duties include
the following:
Continuous battle tracking.
Ensures accurate, timely tactical reports are sent to the BTB TOC.
Assumes command of the company as required.
Plans and supervises the company base defense effort including CP security.
Prepares the company OPORD for the commander.
Conducts tactical and logistical coordination with higher, adjacent, and supported
units.
Conducts additional missions as required. These may include serving as OIC for
the quartering party, company movement officer, company training officer, or other
additional duties as directed by the HHC commander.
Assists the commander in preparations for follow-on missions.
Responsible for planning and coordinating contingency support operations of the
HHC Quick Reaction Force (QRF).
When designated, serves as leader of the QRF.
Performs reconnaissance for unit movements.
2-6. The HHC First Sergeant advises the HHC commander on all matters concerning the
enlisted Soldiers of the company in much the same way as the BTB CSM advises the
battalion commander. The HHC first sergeant enforces established policies and standards
concerning enlisted personnel performance, conduct, and mission preparations. He performs
other duties the commander prescribes, including receiving and orienting newly assigned
enlisted personnel and helping inspect command activities. His other duties and
responsibilities include:
Monitors and recommends actions as necessary on the morale and discipline of the
BTB, and checks key company morale factors including mail, pay, food service,

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 Assigned and Attached Organizations

troop information, medical support, recreation activities, personal hygiene, and

billeting.
Focuses attention on functions critical to the success of the company.
Acts in the name of the commander when dealing with the other NCOs in the unit,
and is the commander's primary advisor concerning all matters pertinent to
company NCOs and Soldiers.
Trains platoon and section sergeants, monitors NCO professional development,
promotions, assignments, and the levels of training proficiency in the assigned
platoons.
Supervises operations of the local security guard force.
Serves as the HHC commander’s expediter of whatever is needed on the battlefield
to win.

MILITARY POLICE PLATOON

2-7. The HBCT military police platoon is organic to the BTB HHC, and it consists of the
platoon leader, platoon sergeant, and three MP squads. It provides the brigade with the
capability to conduct maneuver and mobility support operations (MMSO) by conducting
route reconnaissance and surveillance (R&S), main supply route (MSR) regulation and
enforcement, area damage control (ADC), and straggler and dislocated civilian control. The
MP platoon can also conduct area security missions to include physical security, counter-
reconnaissance, personal security, and counter-terrorism operations within the HBCT AO.
The platoon can collect, process, evacuate, and safeguard enemy prisoners of war (EPW). The
platoon can also assist the brigade in maintaining law and order and in conducting police
intelligence operations.

CBRN RECONNAISSANCE PLATOON

2-8. The CBRN reconnaissance platoon is assigned to the HHC, BTB and performs
chemical, biological and radiological detection as directed by the HBCT commander. The
platoon is designed to be modular. It can perform its mission in tandem or in split-unit
operations, to enable continuous onsite monitoring. However, operating as a split-unit affects
the platoon’s ability to accurately locate chemical agents on the battlefield. The CBRN
reconnaissance platoon consists of two squads of chemical operations specialists and NCOs
who are responsible for operating two M93A1 (FOX) NBC reconnaissance systems.

SUPPORT PLATOON
2-9. The support platoon consists of a small headquarters section. The platoon leader and
platoon sergeant plan and organize the execution of maintenance, field feeding, and Class III
operations. The support platoon leader plans and supports logistics package (LOGPAC)
convoy operations. He ensures all BTB HHC leaders have disseminated the most current
enemy situation for planning and executing BTB HHC movements. He also over-watches re-
supply operations to the CPs and the TOC. He organizes his platoon for base defense
operations including QRF missions.

MAINTENANCE SECTION
2-10. Maintenance for the HHC, HBCT and the BTB and all its assigned and attached units
is accomplished by the BTB maintenance section. This section is organic to the BTB support
platoon. The section provides wheeled, tracked, and power generator maintenance and
manages equipment repair parts. Because of its split-based modular design, the
maintenance section can operate a motor pool from a consolidated position, and provide

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FMI 3-90.61

mobile maintenance and repair parts support to the HBCT CPs and to its assigned and
attached units.

CLASS III SECTION

2-11. The Class III section is organic to the BTB support platoon. It provides BTB units and
the HBCT CP’s with fueling operations for the all their tactical vehicles and power
generation equipment. It maintains two 2500-gallon tankers.

FIELD FEEDING SECTION

2-12. The field feeding section is organic to the BTB support platoon. It manages meal
preparations for all assigned elements of the BTB and HBCT CPs. The field feeding section
of the BTB is capable of split- based operations by design, should the HBCT CPs and the
BTB TOC not be co-located.

MEDICAL SUPPORT SECTION

2-13. The medical support section provides health and trauma care and operates an aid
station for the BTB and all its subordinate units. The medical section provides Level I
medical treatment to both units assigned to HBCT CPs and all BTB assigned and attached
units and elements. The medical section treats patients with disease and non-battle injuries
(DNBI), provides triage of mass casualties, and advanced trauma management (ATM). The
section conducts sick call services, maintains field health records when authorized. The
section conducts Class VIII resupply to subordinate units of the BTB. Other services include
authorized outpatient consultation, medical and mental health referrals, preventive
medicine, environmental health surveillance, inspections and consultation.
2-14. The ambulance teams are responsible for the evacuation of patients incapable of
returning to duty. These ambulance teams perform ground evacuation for patients from BTB
and HBCT CPs and other designated collecting points within close proximity. Because of its
modular, split-based design, it can continuously support two designated mission task
locations simultaneously.

SECURITY SECTION
2-15. The security section consists of two Bradley Fighting Vehicles (BFV) each with three
man crew. Its mission is to provide the HBCT mobile command groups with security. When
not required to perform that security mission, the security section is available for integration
into the security plans for the HBCT CPs. The section also can defend the BTB TOC and
other security missions as directed by the HBCT commander.

SECTION II - HEADQUARTERS AND HEADQUARTERS COMPANY, HBCT

2-16. The roles of the HBCT HHC include providing C2 to the company’s assigned personnel;
conducting security planning and supervising the security plans execution for HBCT main
and TAC CPs; coordinating and monitoring logistical support for the HBCT CPs; and
conducting CP relocation reconnaissance and movement. The company consists of a HQ
section which provides the personnel, equipment, and staff expertise to command and
control, and provides information management and communications capabilities that enable
the HHC commander to plan and execute missions.
2-17. The HBCT HHC does not have a support platoon, a maintenance section, a field
feeding section, or a Class III section. Those organizations have been consolidated under the
BTB. The HHC, HBCT is a customer of the BTB for logistics, force health protection and
security support when co-located with the BTB. The HHC HBCT is responsible for providing

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 Assigned and Attached Organizations

these services with BTB assets, when the two TOCs are distantly separated. The HHC
commander plans, organizes, and executes security operations in support of the mobile
command groups and plans quick reaction force (QRF) employment in the vicinity of the
MAIN CP.

Figure 2-2. HBCT HHC

2-18. The HHC commander is responsible for support, security, and movement of the MAIN
and TAC CPs and for all organic HBCT staff and attached elements of the HHC. The
commander coordinates with the HHC, BTB for maintenance, fueling, and field feeding
support. He is responsible for coordinating logistical and security support and maintains
discipline and morale. He is responsible for individual, mandatory, and collective training of
the company. The HHC commander may also be designated to coordinate and negotiate with
host nation civil and military leaders and contractors.
2-19. The HHC XO coordinates with the BTB and BSB for logistics support for the CPs and
attached units and personnel and monitors the support provided for the commander. He
assists in planning HHC unit movements and base defense, under the supervision of the
HHC Commander. He monitors routine company reporting, and coordinates the activities of
liaison officers. The HHC commander positions the XO where he can best fulfill his
command responsibilities. If the TAC CP is deployed, the XO may be assigned to the TAC to
provide leadership to logistical support personnel provided to the command post by the BTB
and/or the BSB .The XO stays tactically current and prepared to assume command of the
company.
2-20. The HHC first sergeant advises the HHC commander on all matters concerning the
enlisted Soldiers of the company in the same way that the HHC, BTB first sergeant does.
The duties and responsibilities of the HHC, HBCT First Sergeant are similar to those of the
HHC, BTB first sergeant.

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FMI 3-90.61

SECTION III - THE MILITARY INTELLIGENCE COMPANY

2-21. The MICO is organic to the BTB. It consists of a small headquarters element, an
analysis and integration platoon, a ground collection platoon, and a tactical unmanned aerial
vehicle (TUAV) platoon. The US Air Force weather team, when attached, is located with the
MICO. The MICO mission is to conduct ISR analysis, intelligence synchronization, and
HUMINT collection in support of the HBCT and its subordinate commands across the full
spectrum of operations.

Figure 2-3. Military Intelligence Company

COMPANY HEADQUARTERS
2-22. The MICO commander responds to the tasking of the BCT commander. He organizes
for combat based on the mission, scheme of support, task organization, and specified and
implied tasks contained in the BCT's order. The MICO commander uses the order to plan,
prepare, execute, and assess the MICO's operations. Normally, the analysis and integration
platoon is co-located with the HBCT S2 and provides analysis and intelligence production
capabilities to the S2 and visualization capabilities to the commander and S3 in support of
HBCT operations. The majority of MICO’s ground collection platoon remains under the
command and control of the MICO commander and provides general support to the HBCT or
DS to subordinate elements of the BCT, dependent on an analysis of the factors of METT-
TC. The MICO commander advises the S2 and the HBCT commander on the proper
utilization of MICO ISR assets and assets attached to the MICO considering asset
availability, current location and responsiveness, and any other pertinent factors such as
maintenance or manpower. The MICO commander assists the HBCT S2 and S3, the
ECOORD, and the reconnaissance squadron commander with planning and conducting C2-
protect and C2-attack operations. The MICO CP normally locates with or near the BCT main
CP.

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ISR ANALYSIS AND INTEGRATION PLATOON

2-23. The analysis and integration (A&I) platoon directly supports the HBCT S2 section.
The platoon manages requirements and intelligence production, and maintains visibility of
organic and attached reconnaissance and surveillance (R&S) assets, while distilling the
volume of information resulting from both activities into intelligence databases and tailored
products. The A&I platoon provides intelligence support to both SU and targeting. Its
intelligence products and databases support the S2 in advising the HBCT commander and
staff in analyzing and presenting the current threat situation, and in analyzing and war
gaming future threat COAs. The platoon uses its intelligence processing systems to database
threat information, track threat movement, assess threat combat effectiveness, and create
graphic and textual products that depict the results of its analysis. The A&I platoon consists
of a situation and target development section, common ground station (CGS) section, ISR
requirements section and secure communications section.

SITUATION AND TARGET DEVELOPMENT SECTION

2-24. The situation development team provides the current threat input for the HBCT
AO/AOI COP. The COP is derived through the fusion of combat information and multi-
discipline intelligence obtained through collaboration with higher, organic, adjacent and
attached units. The target development team conducts analysis to develop targets and
performs combat assessment in support of the HBCT S2 section and the FEC. For target
development, the team uses the intelligence and staff planning products developed within
the A&I platoon to identify high value targets (HVT). Target development requires the team
to receive, process, database, and present in graphic format information on threat forces,
facilities, and capabilities. The team continuously shares this information with other
elements within the MICO, the HBCT S2 section and FEC to facilitate development and
execution of the BCT’s effects plan.

COMMON GROUND STATION (CGS) SECTION

2-25. The CGS section receives and processes radar data from the US Air Force’s E-8C (Joint
STARS) and U-2 aircraft to detect, locate, classify, and track a variety of moving and fixed
targets in areas within the BCT’s AOI. The CGS receives, stores, processes, correlates,
disseminates, and displays in near real time (NRT) moving target indicators (MTI), fixed
target indicators (FTI) and synthetic aperture radar (SAR) imagery to support situation
development and targeting. The CGS can simultaneously display collateral level ELINT
reports received from the intelligence broadcast service (IBS), imagery products from U2 and
Airborne Reconnaissance Low (ARL) platforms, and the fire control radar freeze-frame
picture from Apache Longbow, video imagery and telemetry from Army and USAF UAVs. It
is designed to provide imagery, message, and analytical interface with ASAS, and its ability
to interface with AFATDS allows the FEC to access information to support target
development and combat assessment.

ISR REQUIREMENTS SECTION

2-26. The ISR requirements section assists the S2 and S3 in developing, coordinating,
monitoring, and adjusting the HBCT’s ISR plan. It works with the S2 to identify information
requirements and collection strategies. The section supports the A&I platoon in the
development of SIRs to answer the commander’s PIRs. It works closely with the S2 and the
S3 to recommend specific tasking of R&S assets and to identify gaps in the current and near-
term ISR support. It develops collection requirements, monitors asset status, and
recommends tasking of the HBCT’s organic collection assets to the S3. The section requests
information from higher intelligence production centers and manages RFIs. By
simultaneously monitoring the current situation and future planning, the section can rapidly

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recognize and recommend redirection of ISR assets if required. Collaboration between the
ISR requirements section and the HBCT S2 is essential to the synchronization of the ISR
effort and presentation of the most current intelligence possible to the HBCT commander
and staff.
2-27. The ISR requirements section is the mission manager of selected sensors. As executors
and mission managers, they develop profiles, filters and alarms based on commander's
guidance and PIRs. The section conducts requirements management and integrated ISR
near term planning and support to execution.

SECURE COMMUNICATIONS SECTION

2-28. The secure communications section is responsible for integrating SCI communications
into the existing network architecture. This section facilitates reach through technical
capabilities to access information and intelligence from UEx, UEy, and knowledge centers
that permitting access up to the Top Secret/SCI Level.

TROJAN SPECIAL PURPOSE INTELLIGENCE REMOTELY INTEGRATED TERMINAL

TEAM
2-29. The TROJAN Spirit section is organic to A&I platoon and provides non-terrestrial
reach capability required to access theater, joint, and national analytic products. It also
provides the opportunity for analytic collaboration internal (with the armed reconnaissance
squadron [ARS]) and external to the HBCT.

GROUND COLLECTION PLATOON (GCP)

2-30. The ground collection platoon provides mission management, correlates direction
finding data, and reports combat information on threat emitter activity and disposition. The
ground collection platoon consists of the PROPHET control section, operational management
section and a secure communications team. The PROPHET section may provide DS to the
reconnaissance squadron dependant on mission and environment. The OMT provides the
HBCT an organic capability to conduct HUMINT collection (interrogation, debriefing,
tactical questioning, and limited document exploitation). The HUMINT capability is directed
toward assessing the enemy, environmental and civilian considerations in order to answer
the HBCT commander’s PIR.

PROPHET CONTROL SECTION

2-31. The PROPHET control section must contribute to the COP to develop SU; receive pre-
processed PROPHET-derived information for subsequent digital injection into the applicable
analysis element architecture to enhance SU and provide immediate reporting of time-
sensitive intelligence and force protection information to the ISR integration cell/brigade S2
to support force protection and SU. Additionally, it must monitor and evaluate the collection
product and re-task based on mission, enemy, terrain and weather, troops and support
available, time available, and civil considerations (METT-TC) to reflect and enhance most
current COP.

PROPHET Collection Team (x2)

2-32. The MICO PROPHET collection teams conduct collection activities and report combat
information back to the HBCT through the PROPHET Control section. PROPHET collection
teams work independently or in tandem to establish fixed site location for signals emitters
and serve as SIGINT intercept stations.

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GROUND COLLECTION PLATOON (GCP) SECURE COMMUNICATIONS TEAM

2-33. The secure communications section is responsible for integrating SCI communications
into the existing network architecture. This section facilitates reach through technical
capabilities to access information and intelligence from UE and knowledge centers that
permits access up to the Top Secret/SCI Level.

TROJAN SPECIAL PURPOSE INTELLIGENCE REMOTELY INTEGRATED TERMINAL

TEAM
2-34. The TROJAN Spirit section is organic to the ground collection platoon and provides
non-terrestrial reach capability required to access theater, joint, and national analytic
products. It also provides the opportunity for analytic collaboration internal (with the
reconnaissance squadron [RS]) and external to the HBCT.

Measurement and Signature Intelligence (MASINT) Section

2-35. The MASINT section of the ground collection platoon identifies MASINT requirements
for augmentation from higher. The section determines support and employment
requirements for MASINT sensors. It can provide near-real time combat information and
targeting data using seismic, magnetic, acoustic and infrared sensors. This section can
provide coverage of areas not otherwise observed. Due to its wide capability, it is an effective
economy of force asset that provides coverage of areas where patrols, outposts, or other
elements are unable to operate in or cover.

OPERATIONAL MANAGEMENT TEAM (OMT)

2-36. The operational management team section directs HUMINT activities during
operational employment. It assists HUMINT Collection Teams by providing technical
guidance and control while operating within the HBCT. It coordinates HUMINT collection
requirements and the operations of supported units with the S2 team. This section provides
quality control over reporting by the collection teams.

HUMINT Collection Team

2-37. The HUMINT collection team conducts HUMINT collection in support of the CCIR in
the HBCT’s AO. The teams supervise and conduct tactical HUMINT collection operations
that include, but are not limited to, debriefings, interrogations and elicitations in English
and foreign languages for positive intelligence and force protection information; screens
HUMINT sources and documents to establish priorities for exploitation; translates and
exploits captured enemy documents, foreign language and open source publications;
prepares and edits appropriate intelligence and administrative reports; utilizes CI/HUMINT
reporting and communications equipment; uses interpreters and manages
interpreter/translator operations; conducts liaison and coordination in foreign language with
host nation agencies; conducts analysis; and performs briefings as required.

TUAV PLATOON
2-38. The TUAV platoon consists of seven UAVs, one mission planning/control section with 2
ground control stations, and one launch and recovery section, equipped with one ground
control station. Priority of coverage provided by the TUAV platoon is to the HBCT’s overall
ISR effort dependent on phase and type of the operation; and may provide DS to the
reconnaissance squadron, fires battalion, or a specific maneuver battalion as the mission
dictates. Ground control station (GCS) positioning is likewise dependant on phase and type
of operation. GCSs must be positioned to best support the priority effort and the overall ISR
mission. The UAV platoon conducts missions in response to requirements from the HBCT S2

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and receives technical steerage from the MICO. The UAV is the primary aerial asset to
provide visualization of the battlefield (routes, target acquisition, battle damage assessment)
to the maneuver commander. The UAV platoon exercises extensive flexibility and agility in
mission planning and execution.

Mission Planning/Control Section

2-39. This section plans the missions (routes) for the UAVs and controls the movement of the
UAVs and sensor packages on board to ensure the best collection effort possible to support
the HBCT’s CCIRs. The mission planning/control section integrates air traffic control for the
TUAV effort through coordination with the airspace management staff.

Launch and Recovery Section

2-40. The launch and recovery section launches and recovers the UAV for each mission. It is
responsible for handing-off air vehicles to other controllers when appropriate, and repairs
both platforms and sensors as required.

US Air Force Weather Team

2-41. When attached, the US Air Force weather team may provide detailed, tailored weather
forecasting information (including support for the UAV operations) using organic weather
automation to assist the command and staff in understanding weather implications on
current and future operations. Through the use of small-footprint collection and processing
equipment, the weather team provides detailed weather analysis.

SECTION IV - THE NETWORK SUPPORT COMPANY

THE NETWORK SUPPORT COMPANY (NSC)

2-42. To enable NetCentric operations within the HBCT, the BTB has an organic signal
network support company (NSC) in support the HBCT. The NSC consists of a headquarters
and network support platoon and two network extension platoons. This company contains a
NETOPS cell, the HBCT joint network nodes (JNN), the subordinate battalion CP nodes,
and single-channel signal support teams. This BTB Network Control Center is resourced to
directly interface with the strategic network, manage bandwidth to subordinate battalions,
and extend the strategic information assurance (IA) plan into the tactical formation.
2-43. The network control center provides 24-hour connectivity and NETOPS support for the
HBCT information network, as an extension of the Global Information Grid (GIG). This
element provides operational elements designed to engineer, install, operate, maintain, and
defend the HBCT information network supporting operations as an integral part of the
HBCT. The NSC extends LandWarNet services to the HBCT operating in a joint operational
area and subordinate elements, and provides network management capabilities. The NSC, in
coordination with the HBCT S6:
Provides reach back connectivity, both inter- and intra- UEy, through organic
TACSAT assets.
Provides range extension of the HBCT voice/data communications.
Provides WAN network management capabilities. Establishes primary TOC
voice/video/data and Defense Information Systems Network (DISN) services.
Performs limited signal electronic maintenance.
Coordinates, plans, and manages HBCT frequency spectrum both internal and
external to the HBCT.

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 Assigned and Attached Organizations

Plans and manages the HBCT information network with the strategic NETCOM
supporting brigade, the UEx network commander, the regional DISA support team,
or the supported J6.
ICW the HBCT S6 and the strategic supporting arm of the GIG, plans and manages
HBCT IA systems (firewalls, intrusion detection systems, and access control lists).
Plans and manages HBCT content staging/Information Dissemination
Management (IDM) procedures (user profiles, file and user priorities, and
dissemination policies).
Plans and manages all IA/CND operations to include but not limited to: key
management distribution, IAVA compliance, and Intrusion Detection Device
Management (IDDM) and operations, and compliance with all directives outlined in
AR 25-2.
Deploys range extension assets to maintain connectivity and reliability of the
HBCT communications network.
Evaluates network requirements to determine needs for unmanned aerial vehicles
(UAVs) and communications relay requirements.
Aides in the execution of all NETOPS responsibilities in support of the unit
mission.

Figure 2-4. Network Support Company Organizational

HEADQUARTERS AND NETWORK SUPPORT PLATOON

2-44. The headquarters and network support platoon consists of the company headquarters
section, communications and electronic (CE) maintenance support section, NETOPS section,
and small command post support team, and retransmission (RETRANS) team.

COMPANY HEADQUARTERS SECTION

2-45. The company headquarters section provides C2, logistics, and administrative support
for the company.

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FMI 3-90.61

CE MAINTENANCE SUPPORT SECTION

2-46. The CE maintenance support section performs unit level maintenance on special
organic network equipment, such as the JNN. It also facilitates troubleshooting of all other
CE equipment in the company and manages the company’s CE prescribed load list (PLL)
stock. The CE maintenance team will then evacuate HBCT equipment that cannot be
repaired at the unit level to the HBCT’s sustainment battalion contact team. If further
maintenance is needed, the equipment will either be supported by contract maintenance
commercial off the shelf (COTS) replacements or depot level rebuild.

NETOPS SECTION
2-47. The NETOPS section consists of the network management and computer/network
defense (CND) teams. These teams execute all aspects of NETOPS to include CS/IDM. The
CND teams install, operate, and maintain the CND functions of the HBCT’s information
network. The NETOPS section establishes the HBCT Network Operations and Security
Center (NOSC) and collocates with one of the network extension platoons, utilizing the
JNN’s organic network management capability to configure, monitor, and manage the WAN.
The NOSC will support the S6 section in the planning, configuration, management, and
monitoring of the TOC LAN, the TI and prioritize the dissemination of information across
the WAN. The NOSC will use existing commercial management tools to manage critical
WAN functions. The NOSC coordinates with the UEx for airborne RETRANS/relay
operations and extends network connectivity through ground and satellite assets. The
NETOPS section performs the IA functions of the NSC using the IA workstations located at
the HBCT Main. The NETOPS section serves as the center for HBCT signal C2 operations
across the WAN. The network management team includes Enhanced Position Location
Reporting System (EPLRS) planning personnel for planning, configuration, and network
management of the EPLRS network. The management team will also provide frequency and
communications security (COMSEC) management functions within the NOSC.

SMALL COMMAND POST SUPPORT TEAM

2-48. The small command post support team provides communications and data support to
the HBCT tactical command post (TAC) or other small command post. It consists of a small
command post support vehicle with a 2.4-meter, auto-acquire Ku-band SATCOM terminal
with data communications baseband equipment to provide Secret data and Voice Over
Internet Protocol (VOIP) voice connectivity over the TDMA SATCOM architecture.

RETRANS TEAM
2-49. The RETRANS team provides range extension and network relay support for EPLRS
and Single-Channel Ground and Airborne Radio System (SINCGARS) very-high frequency-
frequency modulated (VHF-FM) networks. The RETRANS team is mission critical to HBCT
C2 and may necessitate the commitment of force protection assets, in the absence of an
airborne communications relay package (CRP).

NETWORK EXTENSION PLATOONS

2-50. The network extension platoon is designed to support a major C2 node. One network
extension platoon supports the HBCT main, and the other network extension platoon
supports the HBCT support battalion located in the HBCT support area. The network
extension platoon consists of a JNN team, a data support team, RTS, an EPLRS network
manager (ENM), and an EPLRS gateway.

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 Assigned and Attached Organizations

SECTION V - TYPICAL ATTACHMENTS

2-51. The modular tailoring of the HBCT may result in augmentation from many battlefield
operating systems (BOS). These units may have detachments to accomplish specific
missions. The command and support relationships depicted in the OPORD or FRAGO will
determine BTB command responsibilities for these small units and elements. Five typical
units normally supporting HBCT operations are discussed below.

SMOKE/DECONTAMINATION PLATOON
2-52. A smoke/decontamination platoon provides equipment decontamination, NBC
reconnaissance, large-area smoke, and chemical staff support... The platoon is organized
with a chemical section, a platoon headquarters, two smoke/decontamination squads, and an
NBC reconnaissance team. Smoke and decontamination missions cannot be done
simultaneously.

CIVIL AFFAIRS TEAMS

2-53. Civil affairs (CA) teams execute a variety of activities such as civil-military relations,
military civic action, population and resource control, and care of refugees. CA elements
assess the needs of civil authorities; act as an interface between civil authorities and the
military supporting agency and as liaison to the civil populace. CA units develop population
and resource control measures and coordinate with international support agencies. CA
personnel are regionally oriented and possess cultural and linguistic knowledge of countries
in each region.

PSYCHOLOGICAL OPERATIONS
2-54. Tactical-level PSYOP supports battles and engagements by bringing psychological
pressure on hostile forces and by persuading civilians to assist the tactical supported
commander in achieving the commander’s objectives. Another primary focus of PSYOP is to
reduce interference with military operations. PSYOP personnel assist the commander by
encouraging civilians to avoid military operations, installations, and convoys. PSYOP teams
support CT by decreasing popular support for terrorists, terrorist activities, and terrorist
causes. Tactical PSYOP teams (TPT) often play a role in establishing rapport with foreign
audiences and identifying key communicators that can be used to achieve U.S. national
objectives.
2-55. The TPT primary purpose is to integrate and execute tactical PSYOP into the
supported battalion commander’s maneuver plan. The TPT must also advise the battalion
commander and staff on the psychological effects of their operations on the TA in their AO
and answer all PSYOP related questions. The TPT can conduct loudspeaker operations, face-
to-face communication, dissemination of approved audio, audiovisual, and printed materials.
TPTs often play a role in establishing rapport with foreign audiences and identifying key
communicators that can be used to achieve U.S. national objectives.

PUBLIC AFFAIRS
2-56. At HBCT level, a representative from the PAO assists and advises the commander as to
the command and public information programs within the command and media relations. PA
units are configured and tailored to accomplish various missions and to provide the
supported unit with several abilities. They are most important in the areas of command
information and media relations.

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EXPLOSIVE ORDNANCE DISPOSAL COMPANIES

2-57. Explosive ordnance disposal capabilities are not organic to the HBCT. Once unexploded
ordinance (UXO) is located and reported, the EOD chain of command determines what EOD
assets will respond. EOD teams may be called forward into the maneuver battalion AO as
required. The EOD asset of any service nearest to theater responds. If provided in the HBCT’s task
organization, the EOD team(s) will be attached to HHC, BTB.

ENGINEER SUPPORT
2-58. Engineer augmentation may be provided, based on METT-TC. Normally engineer
augmentation to the HBCT will include horizontal capability to perform survivability tasks
for the HBCT and BTB FOBs and for Q36 and Q37 radars of the fires battalion. All military
engineer support will come from the UEx or UEy maneuver enhancement brigade and may
include additional horizontal engineering assets, vertical construction, and general
engineering specific function assets, such as well drilling detachments.

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 Chapter 3
Brigade Troops Battalion Support for the HBCT

SECTION I - GENERAL
3-1. The BTB commander and staff support the HBCT during full spectrum operations. The
HBCT commander executes offense and defense operations and stability operations and
support operations to accomplish his assigned mission. The BTB supports the HBCT in each
of these types of military operations in two ways. First, the BTB’s organic units provide
functional support and selected assistance to the HBCT battle staff. Second, in addition to
executing functional mission requirements, the BTB commander and staff:
Plan, prepare and execute rear area and base security operations.
Exercise command and control (C2) over BTB organic units during the planning,
preparation and execution of HBCT directed missions.
Ensure BTB subordinate commanders and leaders conduct pre-combat inspections
(PCI) and, detailed planning and rehearsals focused on execution of assigned HBCT
tasks.
Ensure BTB organic unit assets are positioned to execute their assigned HBCT
tasks
Coordinate to ensure CSS, FHP and security are provided for BTB organic and
attached units positioned throughout the HBCT AO.
3-2. This chapter will discuss each of these except the planning, preparation, and execution
of rear area and base security operations, which will be discussed in Chapter 4.

SECTION II - BTB SUPPORT AND ASSISTANCE FOR THE HBCT BATTLE

STAFF.
3-3. The BTB commander and staff must first understand the relationship between the
HBCT battle staff and each of its organic units, as well as its organic units and other HBCT
units. These relationships can either be a command or support relationship. Command
relationships are between the gaining unit and parent unit. Support relationships are
between the supported unit and the supporting unit. Each has specific inherent
responsibilities for coordination. They are:
Assignment of missions and tasks.
Priorities of work.
Positioning and movement.
Communications and liaison.
CSS and FHP support
Task organization (further impose command relationships).
3-4. Command and support relationships for any given operation are listed in Annex A
(Task Organization) of the HBCT order, which determine support requirements for the BTB.
The chart in Figure 3-1 summarizes command and support relationships.

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FMI 3-90.61

INHERENT RESPONSIBILITIES ARE:

IF
RELATIONSHIP Establishes/ Gaining Unit Can
Has Has
IS: Assigned Maintains Impose Further
Command May Be Task Receives Provides Priorities
Position Communi- Command or
Relationship Organized by: CSS from: Liaison To: Establish
AO By: cations Support
with: ed by:
with: Relationship of:

As required Attached; OPCON;

Gaining Unit to which Gaining
Attached Gaining Unit Gaining Unit Gaining Unit by Gaining TACON; GS; GSR;
Unit attached Unit
Unit R; DS

Parent Unit
and Gaining
As required
Unit; gaining As required
Parent by Gaining Gaining OPCON; TACON;
C OPCON Gaining Unit unit may pass Gaining Unit by Gaining
Unit Unit and Unit GS; GSR; R; DS
O OPCON to Unit
Parent Unit
M lower HQ.
M Note 1
A
N As required
As required
D Parent by Gaining Gaining
TACON Gaining Unit Parent Unit Gaining Unit by Gaining GS; GSR; R; DS
Unit Unit and Unit
Unit
Parent Unit

As required As required
Organic/ Parent Parent
Parent Unit Parent Unit Gaining Unit by Parent by Parent Not Applicable
Assigned Unit Unit
Unit Unit

Direct Parent Unit;

Parent Supported Supported Supported
Support Parent Unit Parent Unit Supported Note 2
Unit Unit Unit Unit
(DS) Unit

Reinforce
Parent Unit; d Unit;
S Reinforcing Parent Reinforced Reinforced
Parent Unit Parent Unit Reinforced then Not Applicable
U (R) Unit Unit Unit
Unit Parent
P
P Unit
O General Reinforced Reinforced Parent
R Support Parent Unit and as Unit and as Unit; then
T Parent Unit Parent Unit Parent Unit Not Applicable
Reinforcing Unit required by required by Reinforce
(GSR) Parent Unit Parent Unit d Unit

General As required As required

Parent Parent
Support Parent Unit Parent Unit Parent Unit by Parent by Parent Not Applicable
Unit Unit
(GS) Unit Unit

NOTE 1. In NATO, the gaining unit may not task organize a multinational unit (see TACON).
NOTE 2. Commanders of units in DS may further assign support relationships between their subordinate units and elements of the supported unit after
coordination with the supported commander.

Figure 3-1. Command and Support Relationships

3-5. The BTB commander, staff and organic units support and assist the HBCT battle staff
throughout the all phases of the various types of military operations. First, the BTB provides
planning and coordination support to battle staff cells in the main CP during the MDMP
process. Figure 3-2 links BTB staff and organic units with the supported main CP battle
staff cell.

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 Brigade Troops Battalion Support for the HBCT

Figure 3-2. BTB Organic Unit Support to the HBCT Battle Staff

MILITARY INTELLIGENCE COMPANY (MICO)

3-6. MICO assets are planning and executing ISR taskings in support of the HBCT
throughout the planning, preparation, and execution phases of the operations process. Early
missions are focused on the initial priority intelligence requirements (PIR) and intelligence
requirements (IR) developed by the HBCT S2 and approved the HBCT commander.
Subsequent missions are used to keep the HBCT battle staff and subordinate units with
updated relevant, accurate, and timely information for use throughout the MDMP process,
HBCT preparation activities such as rehearsals, and during execution of the mission. The
MICO commander provides input to the HBCT S2 on the employment of the TUAV platoon
and ground collection platoon assets. Specified tasks for the MICO assets can be found in
several places in the HBCT order. They are:
Paragraph 3a (3) Reconnaissance and Surveillance. This paragraph outlines the
R&S plan and how it supports the concept of operation. Usually, this paragraph
refers to Annex L (Intelligence, Surveillance and Reconnaissance) for details.
Paragraph 3a (4) Intelligence. This paragraph describes the concept for intelligence
to support the scheme of maneuver. Additionally, this paragraph specifies priorities
of effort, support and counterintelligence (CI). Usually, this paragraph refers to
Annex B (Intelligence) for details.
Paragraph 3c. Tasks to combat support units (1) Intelligence. This paragraph
would highlight any special use of UAVs. Again, this paragraph refers to Annex B
(Intelligence) for details.
Annex B (Intelligence). Paragraph 3b, Tasks to subordinate units lists detailed
instructions for intelligence tasks by unit.

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FMI 3-90.61

Annex D (Fire Support). This annex identifies high payoff targets (HPTs) and
outlines battle damage assessment (BDA) requirements.
Annex L (Intelligence, Surveillance and Reconnaissance). Paragraph 3a, scheme of
support states the overall R&S plan, with tasks and purposes. Paragraph 3b, Tasks
to subordinate units lists each task assigned to a subordinate ISR asset. Each
listing includes:
How the unit (or asset) will get to its assigned area.
Reconnaissance objective for that unit (or asset).
Specific collection tasks (PIR with indicators) [What to look for].
Where to look (referenced by NAI and or TAI).
When to conduct the specified R&S task [When to look.].
Whom to report, on what nets, and by when.

NETWORK SUPPORT COMPANY

3-7. The signal network support company concurrently plans and executes C4 support
throughout the operations process. The HBCT S6 plans and coordinates C4 operations for
the HBCT based on the priorities of effort and support approved by the HBCT commander.
The signal company provides functional C2 support for the HBCT S6. The HBCT S6 designs
the C4 architecture. The signal company positions its assets to establish and maintain the
C4 architecture in order to provide continuous C4 support for current and future HBCT
operations through:
Positions communication terminating elements at selected HBCT C2 facilities.
Tactical internet (TI) for other HBCT units over the WAN.
Emplacing RETRANS to extend EPLRS and SINCGARS VHF-FM.
3-8. Specified tasks for the signal company assets can be found in several places in the
HBCT order. They are:
Annex A (Task Organization)
Paragraph 3c. Tasks to combat support units (5) Signal. This paragraph assigns
priorities of effort and support.
Paragraph 5, Command and Signal. This paragraph cites specific locations for all
CP and at least one future location for each CP. Also, identifies the specific SOI in
effect for the operation.
Annex H (Command, Control, Communication and Computer Operations).
Paragraph 3 describes the scheme of signal support, tasks to subordinate units and
coordinating instructions.

MP PLATOON
3-9. The MP platoon leader works with the MP planner in the MANSPT Cell in the HBCT
Main CP during the MDMP process to plan and coordinate maneuver and mobility support
operations (MMSO), EPW and or detainee operations, and force protection in rear area
security operations. Specified tasks for the MP platoon can be found in several places in the
HBCT order. They are:
Paragraph 3c. Tasks to combat support units (7) military police. This paragraph
assigns priorities of effort and support.
Annex K (Military Police). Paragraph 3 describes the concept to employ MP assets.
Addresses MMSO, force protection, EPW and detainee priorities of effort and
support.

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 Brigade Troops Battalion Support for the HBCT

CBRN RECON PLATOON

3-10. The CBRN recon platoon leader, supported by smoke and decontamination unit leaders
if augmenting the HBCT, works with the CBRN planner in the MANSPT cell in the HBCT
main CP. The CBRN platoon leader’s planning focuses on execution of the plan developed by
the CBRN planner on the HBCT battle staff. Specified tasks for the CBRN recon platoon can
be found in several places in the HBCT order. They are:
Paragraph 3c. Tasks to combat support units (6) CBRN. This paragraph assigns
priorities of effort and support.
Annex J (Nuclear, Biological and Chemical Operations). Paragraph 3c.
Coordinating Instructions
Annex L (ISR). Paragraph 3b, Tasks to subordinate units lists each task assigned to
a subordinate R&S asset. Each listing includes:
How the unit (or asset) will get to its assigned area.
Reconnaissance objective for that unit (or asset).
Specific collection tasks (PIR with indicators) [What to look for].
Where to look (referenced by NAI and or TAI).
When to conduct the specified R&S task. [When to look.]
Whom to report, on what nets, and by when.

BRIGADE TROOPS BATTALION

3-11. The BTB also functions as a tactical headquarters responsible to plan, prepare and
execute rear area and base security operations for the HBCT commander as well as the
logistical and life support to the HBCT’s command posts and subordinate units. The
operations and intelligence (O&I) section provides the BTB an organic capability to perform
the rear operations mission and serves as the BTB battle staff. Like their organic units, the
BTB battle staff conducts parallel planning and coordination with the HBCT battle staff
throughout the MDMP process. The focus of their operational planning is on the rear area of
the HBCT AO. The BTB battle staff provides input and assistance in preparing Annex N
(Rear Area and Base Security Operations) of the HBCT order. This annex would serve as a
start point and outline for the BTB’s operations order. Figure 3-3 links BTB staff with the
supported main CP battle staff cells for planning, coordinating and executing rear area and
base security operations.

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FMI 3-90.61

Figure 3-3. BTB Battle Staff Support to the HBCT Battle Staff for Rear Operations

3-12. The HBCT may receive other units that provide additional capabilities and enhance
the HBCT’s ability to plan, prepare and execute operations. Although the HBCT battle staff
has assigned civil affairs (CA) and psychological operations (PSYOP) planners, the HBCT
can expect to have additional CA and PSYOP assets attached, especially during stability and
support operations. These additional CA and PSYOP teams and detachments would
maintain liaison with the assigned CA and PSYOP planners on the HBCT battle staff and
provide additional expertise as required. Figure 3-4 highlights these attached CA and
PSYOP planners/liaison officers work closely with the information operations coordinator
(IOCOORD) in the HBCT main CP fire effects cell (FEC).
3-13. Liaison officers and detachment commanders from these attached CA and PSYOP
units:
Provide input on the employment of CA and PSYOP assets through the assigned
HBCT CA and PSYOP planners to the information operations coordinator
(IOCOORD) to generate nonlethal effects to support HBCT commander’s guidance
and concept.

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 Brigade Troops Battalion Support for the HBCT

X
HBCT
OPORD

CP 2 (Main)

II

S3 BTB

I
S2 MI

CA
FEC
PSYOP

I
MP
MANSPT HHC

I
S6

Figure 3-4. Civil Affairs and Psychological Operations Support to the HBCT Battle Staff

Assist in developing and coordinating the PSYOP and civil-military operations

(CMO) annexes of the HBCT order.
PSYOP information will be included in IO annex P paragraph 3a (8) b and n and
3b. (2) Concept of support and as attachment 2 to the IO annex. CMO information
will be found in CMO Annex Q of the HBCT order.
Keep the BTB TOC apprised of their units and or detachments locations and
situation.

SECTION III - PLANNING AND PREPARATION SUPPORT FOR BTB ORGANIC

UNITS
3-14. The BTB commander, assisted by his staff, exercises command and control (C2) of his
organic units during the planning, preparation and execution of HBCT operations. The
intent is not for the BTB commander and staff to create more bureaucracy and slow the
overall BTB planning process. Instead, the intent is for the BTB commander and staff to
simplify work for their organic units. By “simplify,” we mean make assigned tasks
understandable and attainable with allocated resources while providing needed support and
supervision.
3-15. The BTB commander directs his organic units by issuing orders, supervising their
preparation, and monitoring their execution of HBCT directed missions and other specified
tasks. In order to do this, the BTB commander and staff must identify specified tasks for

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FMI 3-90.61

each of the BTB’s organic and attached (if any) units. Each task they identify contributes to
the one or more aspects of the BTB’s concept of operation. Figure 3-5 provides a summary of
where the BTB staff will find specified tasks for their organic units in the HBCT order.

II Paragraph 3b Tasks to maneuver units

BTB
Paragraph 3c Tasks to combat support units
Paragraph 3d Coordinating instructions
Annex A (Task Organization)
Annex C (Operation Overlay)
Annex N (Rear Area and Base Security Operations) Para 5a, b & c
Tasks to Sub Units

Paragraph 3b (4) Intelligence

I Tasks to CS Units, Para 3c(1) Intelligence
Coordinating Instructions, Para 3d (2) CCIR
MI
Annex B (Intelligence) Para 3b(4) Tasks to Sub Units
Annex L (ISR) Para 3bTasks to Sub Units

Paragraph 3b (7) Information Operations (IO)

CA Tasks to CS Units, Para 3c(9) CMO
Annex Q (CMO)

Paragraph 3b (7) Information Operations (IO)

PSYOP Tasks to CS Units, Attachment 2 to
Annex P (Information Operations)

I MP Tasks to CS Units, Para 3c(7) Military Police & Annex K (MP)

HHC
R
Tasks to CS Units, Para 3c(6) CBRNE & Annex J (NBC Operations)

I Tasks to CS Units, Para 3c(5) Signal

Paragraph 5 Command & Signal & Annex H (Command,
Control, Communication and Computers)

Figure 3-5. Specified Tasks for the Brigade Troops Battalion

3-16. Since the BTB is a new organization, there is not a specified place in the current
operations order format (FM 101-5, pp. H-15 thru H-19) for the HBCT S3 to list specified
tasks for the BTB. The HBCT S3 should list the BTB in Paragraph 3b.Tasks to maneuver
units. Tasks for the BTB organic units would be listed in Paragraph 3c.Tasks to combat
support units. BTB tasks should focus on positioning and timings of the BTB’s organic units.
The HBCT S3 should list the BTB sub unit tasks in the sequence of combat support units in
Paragraph 3c. Some examples of specified tasks that may appear in sub unit instructions
paragraph for the BTB from the HBCT OPORD are:
Attach one TUAV GCS to:
HBCT Main CP at (Grid) NLT (DTG)
Reconnaissance squadron CP at (Grid) NLT (DTG) during Phase I.
Fires battalion CP at (Grid) NLT (DTG)
1st CAB vicinity H-Town (Grid) for phase II and III of the operation.
Establish TUAV L&R site at (Grid) NLT (DTG)

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 Brigade Troops Battalion Support for the HBCT

Attach PROPHET section to:

1st CAB at (Grid) NLT (DTG)
2d CAB at (Grid) NLT (DTG)
PROPHET control station will remain in vicinity of HBCT Main CP at (Grid)
supporting S2 operations.
OPCON HUMINT collection team 1 with 1st CAB at EPW/Detainee collection point
vicinity (Grid) NLT (DTG)
Attach HUMINT collection teams (HCT) 2 & 3 with HBCT at EPW/Detainee
collection point at (Grid) NLT (DTG) in the BSB AO.
Establish HBCT TAC CP site at (Grid) NLT (DTG).
Provide small node unit to support HBCT TAC at (Grid) NLT (DTG).
Establish SINCGARS RETRANS sites at (Grid) and (Grid) NLT (DTG)
Conduct CBRN recon along HBCT MSR from (Grid to Grid) daily from 0500-0700
beginning (DTG)
Provide security for LOGPAC along HBCT MSR from (Grid to Grid) daily from
1630-2130 beginning (DTG).
3-17. This will provide the BTB commander and staff visibility on positioning and movement
requirements of the BTB’s organic units throughout the HBCT AO. This will assist the BTB
commander and staff in coordinating movements, supervising preparation, monitoring
execution, coordination CSS, FHP and security for these units and assets throughout the
operation as well as identifying BTB implied tasks during their mission analysis.

SECTION IV - BTB PLANNING AND PREPARATION SUPPORT AND

ASSISTANCE TO ORGANIC UNITS DURING OPERATIONS.
3-18. The purpose of this section is to describe the interaction and coordination between the
BTB and its organic units. BTB support and assistance for its organic units during the
operations process focuses in three areas. They are:
Ensure BTB subordinate commanders and leaders are prepared to accomplish
assigned missions by conducting detailed planning, mission brief backs, pre-combat
inspections (PCI) and rehearsals focused on execution of assigned HBCT tasks.
Ensure BTB organic unit assets are positioned on the battlefield to execute their
assigned HBCT tasks
Ensure CSS, FHP and security are provided to BTB organic and attached units
positioned throughout the HBCT AO.
3-19. The operations process follows a cycle of planning, preparation, execution and
continuous assessment. Figure 3-6 depicts the operations process. The BTB commander and
staff perform these tasks continuously. Some of these received added emphasis during
different phases of an operation.

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FMI 3-90.61

Figure 3-6. The Operations Process.

3-20. The BTB commander and staff use this process to ensure their organic units have
planned in detail, and conducted necessary preparations required to execute their assigned
HBCT missions.

PLANNING
3-21. These functional BTB organic units were closely involved in assisting the HBCT battle
staff in planning and preparation for operations. In many cases, these BTB organic unit
commanders and leaders have initiated and, in fact, conducted troop leading procedures
(TLPs) for their units and platoons by the time the BTB receives the HBCT order. These
units and platoons may have already:
Deduced the mission
Issued a WARNO to their subordinates
Made a tentative plan.
3-22. The MICO provides the HBCT S2 continuous intelligence analysis and integration
support that results in a comprehensive IPB and ISR plans. Using parallel planning, the
MICO commander concurrently develops tentative plans for his subordinate platoon leaders
to accomplish specified ISR tasks that will be in Annex L (ISR) of the HBCT OPORD.
3-23. Some examples are:
The TUAV platoon’s mission planning and control section coordinates continuously
with the ADAM/BAE cell to ensure the TUAV missions listed in the ISR plan are
integrated into the ATO. The mission planning and control section receives input
from GCS operators co-located with the fires battalion and the reconnaissance
squadron and those battalion S2s and S3s as well to plan those TUAV missions.

3-10 FMI 3-90.61 15 March 2005

 Brigade Troops Battalion Support for the HBCT

Ground collection platoon (GCP) leader identifies and focuses on tasks specified in
the ISR plan for the PROPHET section and HCTs.
3-24. For example, the MICO commander can assist the GCP leader in several ways. The
PROPHET system operates on line of sight (LOS). By using the Digital Terrain Support
System (DTSS) in the Maneuver Support (MANSPT) Cell, the MICO commander can assist
the GCP leader by refining the general positions for the PROPHET sections to precise site
selection to maximize the capabilities of the system. Secondly, the HCTs need to develop an
interrogation plan that they will use on EPWs and detainees. In this case, the MICO
commander, working through the CA planner in the FEC, can coordinate for liaison teams
from the local police, and civilian and other MI agencies to help in this effort. This action
could be critical to the HCT interrogators identifying threats against high-value targets by
getting real-time information on Level I threats. He can help coordinate for additional
linguist support for the HCTs if needed.
3-25. Like the MICO commander, the signal company commander conducts parallel planning
with his subordinate leaders. The signal company commander works with the network
support platoon leader to ensure the network operations center:
Adjusts positioning of the signal company assets to support planned positioning
and movement of HBCT units.
Coordinates movement times and routes of signal units and assets with the HBCT
S3.
3-26. The signal company’s network support platoon performs all aspects of network
operations (NETOPS). NETOPS section establishes the HBCT’s Network Operations
Support Center (NOSC). The NOSC performs three main tasks throughout HBCT
operations. They are:
Use the JNN organic network management capability to configure, monitor, and
manage the WAN.
Plan, configure, manage, and monitor the TOC LAN, the TI and prioritize
dissemination of information across the WAN.
Plan for RETRANS teams to provide range extension and network relay support for
EPLRS and SINCGARS VHF-FM networks.
3-27. Like the GCP leader, the signal company’s NETOPS section needs current LOS data to
refine and verify tentative positioning of signal assets like RETRANS to precise site
selection using data developed with the Digital Terrain Support System (DTSS) in the
maneuver support (MANSPT) cell.
3-28. Although the MP and CBRN platoons are organic to the BTB HHC, the commander
may not have the functional expertise to provide advice and assistance to aid them in
detailed planning. The MP and CBRN planners in the MANSPT cell have the relevant
functional expertise and experience and can provide functional assistance to these respective
platoon leaders who then focus on the execution aspects of the plan. For example, the MP
planner working with the CA planner, can coordinate for liaison teams from local police to
accompany the MP platoon squads and sections during MMSO and for refined intelligence
updates on possible Level I and II threats. The CBRN planner working with the staff
weather officer (SWO) can ensure the CBRN platoon leader has the most current
meteorological data. Wind speed, wind direction, temperature inversions are all weather
related variables that affect how the CBRN platoon leader employs the FOX recon system
during any given HBCT operation. Based on their input, the platoon leaders would back
brief their company commander after finalizing their preliminary mission analysis
3-29. In each of these situations, BTB commander and staff were not directly involved in the
initial planning between the HBCT battle staff and these BTB units. In order to support
their subordinate units during planning and to ensure rigorous preparation is conducted,

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FMI 3-90.61

commanders require information from units early in the process. Detailed verbal back briefs
and copies of warning order(s) will enable the commanders to assist in this process. The BTB
command group and staff would use this information to ensure that either the commander,
XO, S3 or CSM would attend scheduled backbriefs, OPORD briefings, rehearsals and PCIs.
The warning order includes:
A time line. The time line would include when:
The unit or platoon will move (earliest movement time)
And where the OPORD will be issued.
Backbriefs will be conducted
Rehearsals will be conducted (and location)
Pre-combat inspections will be conducted (and location)
Leader’s recon will be conducted
Special Instructions. Special instructions include equipment and supplies to be
drawn. This includes rations, water, ammunition, communications, batteries, etc.
Assists the BTB staff conduct their MDMP and orders process.
3-30. The unit’s WARNO contains relevant and timely information that will allow the BTBs
leadership to monitor unit planning, provide additional guidance and initiate coordination to
support unit preparation and execution. The BTB command group and staff would use this
information to schedule backbriefs, OPORD briefings, rehearsals and PCIs for each of their
organic units. The BTB S3 would ensure that either the commander, XO, S3 or CSM would
attend these critical activities.
3-31. Additionally, this information serves as a start point for the BTB HHC commander and
Support platoon leader to initiate CSS and FHP planning to support the BTB’s organic units.
The support platoon leader needs visibility on all of the BTB’s requirements. The BTB HHC
commander assists the support platoon leader to prioritize, coordinate and execute CSS and
FHP tasks to ensure BTB organic units are prepared to execute their assigned missions.
3-32. To summarize, the BTB’s leadership use and focus on the information in their organic
unit back briefs, WARNOs and the HBCT OPORD to assist in their own mission analysis
leading to the publication of the BTB OPORD focused on:
Organic unit CSS and FHP requirements.
Unit preparatory activities identified in the mission analysis and subordinate unit
WARNOs.
Identify security, movement and CSS coordination and assistance actions that may
involve the BTB battle staff during the preparation and execution phases of the
operation.
3-33. Figure 3-7 highlights a few examples of tasks the BTB battle staff may monitor or
assist the MICO with during the planning phase of the operations cycle.

3-12 FMI 3-90.61 15 March 2005

 Brigade Troops Battalion Support for the HBCT

• Monitor TUAV PLT Mission Planning

& Control Section
• Monitor Ground Collection PLT Planning
• Coordinate Security for Movements to
L&R Site, Prophet and HCT Team location/
positions
• Movement & Link-Up of TUAV GCS
w/ Supported Units
Plan

ASSESS ASSESS
Ex
ec

e
ar
ut e

ep
Pr

ASSESS

Figure 3-7. MICO Planning Phase Tasks

PREPARATION
3-34. During this phase of the operations cycle, the BTB has completed its OPORD, and
subordinate units are performing the following steps of the TLPs.
Initiating movement.
Conducting reconnaissance.
Completing their plans
Issuing orders
Supervising preparation; Inspecting (through PCIs, backbriefs and rehearsals); and
refining their plan.
3-35. The BTB battle staff continues to focus their support on organic units during this phase
of the operations process by exercising coordination necessary to:
Ensure their organic unit assets are positioned to execute their HBCT directed
mission and taskings.
Ensure their organic unit’s security during movement and while at their designated
position area.
Ensure their organic units have received all required supplies, and personnel to
accomplish their assigned tasks and plans are in place to ensure continuous CSS
and FHP support throughout the operation based on the command/support
relationship that each unit will operate ICW.

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FMI 3-90.61

3-36. As in the planning phase, the BTB commander and staff need current and updated
information from their units to ensure execution is on track. The MI and signal companies
and the MP and CBRN recon platoons should provide copies of their operations order to the
BTB leadership for review and reference. The unit’s operations order and the HBCT order
contain relevant information that will allow the BTB commander and staff to monitor and
support continued unit preparation and execution.
3-37. More than likely, BTB organic unit assets will have to be positioned throughout the
HBCT’s AO and may reposition several times during the course of an operation in order to
accomplish their assigned missions. The HBCT OPORD task organization determines
responsibility for these movements, security and logistical support. Examples below describe
some of these required movements.
3-38. The signal company’s network support platoon and network extension platoons each
have a RETRANS team. These RETRANS teams provide range extension and network relay
support for EPLRS and SINCGARS VHF-FM networks. This mission is critical to the HBCT
C2 plan. However, in order to extend EPLRS and SINCGARS network range, the RETRANS
teams will have to be positioned at selected locations throughout the HBCT AO in some
unit’s battle space.
3-39. The MICO GCP PROPHET collection sections and HCTs will be located throughout the
HBCT AO. The PROPHET collection sections may or may not be located in a HBCT
subordinate unit’s AO. Likewise, the HCTs may or may not be co-located at HBCT
subordinate unit designated EPW and or detainee collection points. Allocation of all MICO
resources must be a deliberate decision based on mission priorities, economy of force, and
risks of non coverage approved by the HBCT commander.
3-40. Figure 3-8 highlights MICO elements that could likely be positioned throughout the
HBCT AO. The MICO needs to be arrayed in this manner in order to support the HBCT
commander’s plan with relevant and timely information that enhances situational
understanding among HBCT units and an accurate COP. However, the location of the unit,
and the command/support relationship determined in the HBCT task organization will
determine the exact support responsibilities of the BTB commander and the commander in
whose AO they are operating. The BTB staff and the BTB HHC commander can then plan
their scheme of support for all of the BTB elements they are responsible to support.

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 Brigade Troops Battalion Support for the HBCT

Figure 3-8. MICO Assets Positioned Throughout the HBCT Area of Operations

3-41. Some illustrative examples:

The TUAV ground control stations can be co-located with HBCT Main CP,
reconnaissance squadron CP, fires CP, or another battalion as mission dictates.
When MI assets are providing support to echelons lower than the HBCT the
supported unit must provide security to those units.
PROPHET collection teams and/or HCTs attached to another HBCT unit would
operate in a similar way. As in the case of the TUAV GCS, the gaining HBCT unit
would provide CSS, FHP and security for the five-person PROPHET collection
teams and four-person HCTs located in their respective AO. The BTB commander
and staff would monitor the status of these HCT and PROPHET teams to facilitate
follow-on operations. The attached command relationship also works for signal
company RETRANS teams in similar situations.
When the HBCT is conducting noncontiguous or non-linear operations, BTB
elements may be positioned external to maneuver unit AOs or within the “gray
space” of the HBCT AO. The BTB Commander and staff will have to develop
detailed plans to provide CSS, FHP and security specifically tailored for each
individual elements’ situation based on a detailed METT-TC analysis. In each case,
the staff will focus on the enemy in their factor analysis of METT-TC; assess the
potential threat(s); and, conduct a risk assessment to determine if MI and/or signal
company assets positioned outside another HBCT’s AO are vulnerable to likely or
possible threat action.
3-42. A general approach in noncontiguous and non-linear operations may involve using
elements of the BTB’s organic MP platoon performing maneuver and mobility support
operations (MMSO) to escort CSS, and FHP assets to individual team location sites.
Additionally, the BTB TOC needs to keep the MP elements performing MMSO, sensitized to
providing security for these elements as well.
3-43. The overall scheme of functional support to the HBCT plan, the location, size and
command/support relationships of the subordinate units to other HBCT organizations, and

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FMI 3-90.61

the command post support requirements will determine how the BTB HHC Commander
provides sustainment support to the subordinate elements of the BTB given his austere
capabilities.
3-44. Figure 3-9 lists some MICO specific preparation phase activities. This is not intended
to be a complete list. These are some examples that the BTB commander and staff may
monitor and coordinate during the preparation phase of the operations cycle.

Plan

ASSESS ASSESS

• Recon L&R Site

• Secure L&R Site
Ex

• Prepare L&R Site (if Required)

ec

• Perform TUAV Pre-Flight

e
ar
ut e

Checks & PCI

ep
. Perform Prophet Pre-Ops & PCI
Pr • Configure &Test Sensor
Payload
• Occupy L&R Site
• Move HCTs to Designated
EPW and/or Detainee Site (s)
ASSESS
• Move to & Occupy Designated
Prophet Site(s)
• Move & link up TUAV GCS with
ARS & FB CPs
• Coordinate CSS & FHP Area
support for MI Elements

Figure 3-9. MICO Preparation Phase Activities Requiring BTB Staff Monitoring and
Coordination

EXECUTION
3-45. The BTB battle staff continue to support as required to their organic units during this
phase of the operations cycle. The BTB battle staff continues to exercise coordination
necessary to:
Monitor BTB units execution of HBCT directed missions and taskings
Re-positioned to execute their HBCT directed mission and taskings.
Maintain security during re-positioning movements and while at their new
designated position area.
Ensure their organic units continue to receive CSS and FHP support.
3-46. In order to do this, the BTB commander and staff need accurate and timely information
from two sources. Their organic units must submit status reports IAW unit SOPs. This will
give the BTB commander visibility on their current CSS and FHP situation. The BTB staff
must maintain continuous coordination with their counter-part HBCT battle staff planners
to maintain accurate situational understanding and current COP focusing on movement and
security coordination of BTB organic units positioned throughout the HBCT AO. This
information will also inform the BTB leadership for use in subsequent current operations

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 Brigade Troops Battalion Support for the HBCT

fragmentary orders where BTB support requirements may change or in planning future
operations.
3-47. Figure 3-10 lists some MICO specific execution phase activities. This is not intended to
be a complete list. These are some examples that the BTB commander and staff may monitor
and coordinate during the preparation phase of the operations cycle.

• Monitor Post-Flight
Operations Checks
• Monitor Post Mission
De-Briefs Plan

ASSESS ASSESS

Ex
• Monitor ISR Operations
ec

e
- HCT

ar
u te

- SIGINT

ep
Pr
- TUAV
• Monitor ISR Reporting
• Analyze Daily Personnel &
CSS Status Reports

ASSESS

Figure 3-10. MICO Execution Phase Activities Requiring BTB Staff Monitoring and
Coordination

SUMMARY
3-48. The interaction between the BTB subordinate companies, the HBCT staff and the BTB
itself is a new and complex relationship. The BTB must assist their organic units during the
planning, preparation and execution of HBCT directed missions and taskings by exercising
coordination necessary to:
Ensure their organic unit assets are prepared and positioned to execute their
HBCT directed missions and taskings.
Ensure their organic unit’s security during movement and while at their designated
position area.
Ensure their organic units receive continuous CSS and FHP support.
3-49. The BTB commander and staff continuously plan and coordinate efforts on these
specific tasks to simplify work for their organic units so those units can focus on detailed
planning and execution of HBCT directed missions.

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 Chapter 4
Planning, Preparing, and Executing Rear Area and Base
Security Operations

Rear area and base security operations are a key element of the HBCT’s
sustaining operation. The purpose of sustaining operations is to generate
and maintain the HBCT’s combat power. The purpose of rear area and
base security is to prevent enemy detection and interference with CSS
functions. Components of rear area and base security are:
• Intelligence.
• Base and base cluster self-defense.
• Response force operations.

SECTION I - PLANNING REAR AREA AND BASE SECURITY OPERATIONS

4-1. The HBCT commander can assign responsibility to plan, prepare and execute HBCT
rear area and base security operations to the BTB commander. The rear area and base
security plan is derived from and must support the HBCT commander’s concept of operation.
One of the key decisions the HBCT commander makes is the allocation of organic and
attached maneuver assets to resource the decisive, shaping and sustaining operations
outlined in his concept of operation. Invariably, the HBCT commander exercises economy of
force when allocating dedicated maneuver forces to support the HBCT’s rear operation. The
BTB commander and staff’s challenge of planning for rear operations and base security lies
in balancing threat based security requirements with available force protection capabilities.
4-2. Normally, the HBCT commander would designate a rear area, for example, in a
contiguous, linear defensive situation in order to provide a secure area for the performance
of support functions related to the HBCT’s sustaining operation. On the other hand, the
HBCT commander may not designate a rear area in a noncontiguous, non-linear stability
operation or support operation. Regardless, the HBCT must conduct sustaining operations in
each of the previously mentioned situations. Three important elements common to both rear
operations and sustainment operations are:
Combat service support. Combat service support includes essential capabilities,
functions and activities necessary to sustain all HBCT units.
Movement control. Movement control includes planning and monitoring the
routing, scheduling and tracking movements of HBCT, other fires, RSTA,
maneuver enhancement and sustainment units, host nation and joint units, and
supplies into, within and out of the HBCT AO.
Security. Security includes planning, coordination, and preparation that
integrates intelligence, base self-defense, and response force operations.
4-3. This chapter will discuss three general situations to describe the BTB’s roles and
responsibilities related to planning, preparing, and executing rear area and base security
operations. The three general situations are a noncontiguous AO in non-linear operation,
contiguous AO in non-linear operation, and a designated rear area in a traditional linear
defensive operation.

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FMI 3-90.61

4-4. The HBCT commander can choose to organize his AO so that his subordinates have
contiguous or noncontiguous areas of operations. The HBCT commander bases his decision
on whether to establish contiguous or noncontiguous AOs for his subordinate units on his
analysis of METT-TC factors. Reasons why a commander might establish noncontiguous
AOs are to encompass key and decisive terrain within his area of influence when he has
limited number of friendly forces for the size of his AO; the enemy is comparatively weak and
the commander concludes that his subordinate units do not have to remain within
supporting range or distance of one another and can take advantage of superior
understanding (SU) and tactical mobility; and the enemy is concentrated in dispersed areas
and requires a corresponding concentration of friendly forces. Reasons why a commander
might establish contiguous AOs are political boundaries or enemy force concentrations
require contiguous AOs; reduce risk of being defeated in detail because of an incomplete
operational picture; and to concentrate combat power along a single avenue of approach. For
further discussion on contiguous and noncontiguous AOs refer to Chapter 2, Common
Tactical Concepts and Graphic Control Measures, FM 3-90, Tactics.
4-5. This chapter will discuss rear area and base security operations in the context of
stability operations because the Army is currently conducting stability operations in
Operation Enduring Freedom and Operation Iraqi Freedom and has been conducting
stability operations in the Balkans since 1996. However, our Army does have potential
adversaries capable of conducting symmetrical mid to high intensity offensive operations.
Additionally, the discussion that follows will address rear area and base security operations
in a traditional linear defensive operation.
4-6. It is also important to note that the BTB commander and staff will use existing
command and control, and decision making processes described in current doctrine to plan,
prepare, and execute rear area and base security operations. The discussion that follows will
emphasize specific steps of the mission analysis and course of action development steps of
the MDMP as described in Chapter 3, Military Decision Making Process, FM 5-0, Army
Planning and Orders Production. The focus of the discussion is how to apply these specific
steps to rear area and base security operations in the three general cases cited.
4-7. Mission Analysis, Step 7: Perform Risk Assessment provides an example of using an
existing step of mission analysis and tailoring its application for rear area and base security
operations in the three general cases cited. Risk assessment covers both accident risk
hazards and tactical risks. In this case, the focus of risk assessment is on tactical risks in the
particular operation. The HBCT commander cannot defend against every threat because he
does not have unlimited resources. The HBCT commander, assisted by his staff and with
input from other units in the HBCT AO, must establish security priorities. A technique they
may use is the criticality, vulnerability, and recoverability (CVR) methodology used to by air
and missile defense (AMD) planners to establish priorities of protection. These terms are
defined as follows:
Critical: Loss of this unit and or capability will have a significant impact on HBCT
operations.
Vulnerable: This unit and or capability are vulnerable to the likely and or
probable enemy courses of action (COA).
Recoverable: The HBCT has redundant type units and or capabilities. This also
includes available host nation support (HNS) assets and capabilities.
4-8. The product of this type of analysis is a prioritized critical asset list. HBCT units,
assets and or capabilities that are critical, vulnerable and non-recoverable must be afforded
the highest priority of protection. HBCT units, assets, and capabilities that are critical,
recoverable, and somewhat vulnerable to likely enemy COAs would be afforded the next
priority of protection. Units, assets, and capabilities that may or may not be critical, are
recoverable and not vulnerable to likely probable enemy COAs and would be afforded the

4-2 FMI 3-90.61 15 March 2005

 Planning, Preparing, and Executing Rear Area and Base Security Operations

lowest priority of protection. Table 4-1, HBCT Rear Area Critical Asset Analysis Worksheet,
shows what the BTB commander and staff may have concluded in each of these general
cases.

Table 4-1. HBCT Rear Area Critical Asset Analysis Worksheet

Unit/Facility/ Critical Vulnerable Recoverable Remarks Recommended

Capability Priority
C2 Facilities
HBCT Main Yes Up to Level III Somewhat CMD Section BVFs 2
& Indirect
HBCT TAC Yes UP to Level II No CMD Section BFVs 1
& Indirect
BTB TOC Yes Up to Level III No Collocated vicinity 2
& Indirect HBCT Main CP
BSB CP Yes Up to Level III No Located in BSB 2
& Indirect Base
Unit/Facility/ Critical Vulnerable Recoverable Remarks Recommended
Capability Priority
C4
Units/Assets
Net Ops Yes Up to Level III No Collocated vicinity 1
& Indirect HBCT Main CP
Sm CP Spt Tm Yes Up to Level III No Collocates/Supports
& Indirect with Maneuver,
Fires and/or 1
Recon BN CPs
Collocates/Supports
with HBCT TAC
RETRANS Tm Yes Level I & Somewhat Collocated vicinity 1
Higher HBCT Main CP
NW Ext Plt Yes Up to Level III No Collocated vicinity 1
& Indirect HBCT Main CP
JNN Yes Up to Level III No Collocated vicinity 1
& Indirect HBCT Main CP
Unit/Facility/ Critical Vulnerable Recoverable Remarks Recommended
Capability Priority
ISR
Analysis & Up to Level III No Collocated vicinity 1
Integration & Indirect HBCT Main CP
Platoon
Trojan Spirit Up to Level III No Collocated vicinity 1
& Indirect HBCT Main CP
Mission Plan & Yes Up to Level III Collocated vicinity 1
Control & Indirect HBCT Main CP
TUAV GCS Yes Up to Level III No Normally collocated 1
& Indirect vicinity HBCT
Main, Recon &
Fires BN CPs
TUAV L&R Yes Level I & No Can collocate in 1 (If outside BSB
Indirect BSB Base Area or another
HBCT unit AO)
PROPHET Yes Level I & No Try to collocate with 1
higher CAB, Fires and/or
ARS BN AO

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FMI 3-90.61

Table 4-1. HBCT Rear Area Critical Asset Analysis Worksheet

Unit/Facility/ Critical Vulnerable Recoverable Remarks Recommended

Capability Priority
CSS
Fuel Yes Up to Level III Somewhat Collocate in BSB 2
& Indirect in Base Area
BSA Host Nation Spt for
Ambush & storage &
IED during distribution
LOGPAC
Ammo Yes Up to Level III No Host Nation Spt for 1
& Indirect in distribution
BSA (transportation
Ambush & only)
IED during
LOGPAC
Water Yes Up to Level III Somewhat Collocate in BSB 2
& Indirect in Base Area
BSA Host Nation Spt for
Ambush & storage &
IED during distribution
LOGPAC
Rations Yes Up to Level III Somewhat Collocate in BSB 2
& Indirect in Base Area
BSA Host Nation Spt for
Ambush & storage (Refers
IED during for perishables) &
LOGPAC distribution
(Transport only)
Maintenance Yes Up to Level III No HN equipment and 1
& Indirect in general
BSA automotive only
Ambush &
IED during
LOGPAC

4-9. The critical asset analysis worksheet serves both as a point of common reference and a
particularly useful tool for both the BTB and HBCT staffs during mission analysis and COA
development, as they work to make recommendations for the commander’s critical
information requirements, develop the ISR plans, and develop suitable and feasible friendly
COAs. In this case, a suitable COA will ensure every priority one asset or capability is a
defended asset against the most likely threat.

NONCONTIGUOUS AO IN NON-LINEAR OPERATIONS SITUATION

4-10. A stability operation scenario will be used to highlight some specific planning,
preparation, and execution considerations for the BTB commander and his staff confronted
with either a noncontiguous or contiguous AO in non-linear operation. Planning
considerations will emphasize the following:
The HBCT retains responsibility for unassigned portions of the HBCT AO.
However, the HBCT commander can assign the task of monitoring these
unassigned areas of the HBCT AO to the BTB commander.
The BTB’s use of rear area and base security operations considerations to plan,
prepare, and execute the task of monitoring these unassigned areas of the HBCT
AO.

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 Planning, Preparing, and Executing Rear Area and Base Security Operations

Importance of the BTB commander and staff conducting concurrent parallel

planning with the HBCT battle staff.
Highlight specific aspects of mission analysis as it applies to rear area and base
security operations and monitoring unassigned areas of an AO. They are:
Step 2: Perform intelligence preparation of the battlefield.
Step 7: Perform risk assessment.
Step 8: Determine initial commander’s critical information requirements
(CCIR) and essential elements of information (EEFI).
Step 9: Determine initial ISR plan.
Highlight specific aspects of course of action (COA) development to compensate for
the unassigned areas of the HBCT AO in a noncontiguous AO. Specifically, focusing
on the following:
Array options of HBCT units to mitigate likely and potential enemy threats to
the HBCT rear area.
Developing tasks for HBCT subordinate units, military police, and reaction
forces. Movement control related tasks would involve route security and convoy
security.
Developing “coordinating instructions” appropriate to the situation and unit
capabilities to ensure HBCT units execute coordinated rear area and base
security operations.

MISSION ANALYSIS
4-11. Concurrent and parallel planning between the HBCT and BTB commanders and their
staffs starts during mission analysis. A sound rear area and base security operations plan is
derived from a common understanding of the enemy situation and the specific threats it
presents the HBCT. IPB for stability operations emphasizes demographic analysis as much
as the enemy and terrain because the threat is often a group or groups of insurgents.
Intelligence is one of the key components for rear area and base security operations. The
following discussion highlights four specific mission analysis steps related to intelligence.

Mission Analysis, Step 2: Perform Intelligence Preparation of the Battlefield

4-12. First, the HBCT and BTC staffs must understand the recent and current insurgent
activities in the HBCT AO. Figure 4-1 summarizes those recent activities.

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FMI 3-90.61

HWY 1 North Mountain

HWY 2
N
1

West Town

2
X

X
3 East Village
4
IED

South Mountain

HWY 1
HWY 3

Figure 4-1. Recent and On-going Insurgent Activity

4-13. This figure highlights five key points.

The insurgent activity appears to originate out of West Town, located in the
western part of the HBCT’s AO. Activity has been escalating over the last several
months. However, this activity is contained in the southwest region of the HBCT
AO.
Insurgent activity started with small groups (4-7 individuals) of local males
between the ages of 16-30, armed with AK-47s, PKM machine guns, hand grenades
and RPGs.
About two months ago, the insurgents started conducting ambushes on local
government police and security forces, and non-governmental organization (NGOs)
aid workers headed into West Town south along highway 3. Ambushes were
usually conducted between 0300 and daybreak.
The insurgents acquired some mortars and started sporadic attacks in and around
the south side of West Town. These attacks usually occur between 0200 and 0400
hours.
Finally, the insurgents started employing improvised explosive devices (IEDs) in
ambushes against local government police and security forces, and non-
governmental organization (NGOs) aid workers in two specific areas along
Highway 3 as indicated on the sketch. IEDs were set up to execute mechanical
ambushes. Insurgents would set them up sometime during the hours of darkness.
4-14. The major observations the HBCT and BTB commanders and their staffs reached are:
The insurgency is localized in the west-southwest sector of the HBCT AO.
It appears the insurgents may be receiving outside help from sympathizers in the
neighboring southwest province.

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 Planning, Preparing, and Executing Rear Area and Base Security Operations

To date, high-value targets for the insurgents appear to be any entity that is a
symbol of governmental authority and control or any non-governmental entity that
if attacked undermines the government’s credibility.
4-15. The HBCT commander’s major conclusions are:
Non-contiguous AOs may be appropriate for this situation because the absence of
insurgent activity throughout the majority of the HBCT’s AO means subordinate
units do not have to remain within supporting range or distance of one another to
take advantage of the HBCT’s superior SU and tactical mobility.
Assign the BTB responsibility to monitor unassigned areas of the HBCT AO. This
will allow the HBCT battle staff at the Main CP to focus their attention on
supporting 1st CAB (in and around West Town) and ARS (along Highway 3) on-
going operations in the west-southwest sections of the HBCT AO. Additionally, this
will allow the BSB commander and staff to focus their efforts on the combat service
support elements of the sustainment operation and security of the BSA. The BTB
CP will focus on base security, movement control and terrain management aspects
of the HBCT’s sustaining operation.
4-16. It is important to note that the BTB’s role (or roles) in HBCT operations is not fixed.
The HBCT commander assesses each situation and assigns the BTB a specific role that best
enhances the HBCT’s potential combat power for a particular operation.

Mission Analysis, Step 7: Perform Risk Assessment

4-17. This step was discussed in paragraphs 4-7 through 4-9. Table 4-1, HBCT Rear Area
Critical Asset Analysis Worksheet listed the BTB commander and staff’s analysis using the
CVR methodology and conclusions concerning recommended priorities of protection for this
situation.
4-18. The example critical asset analysis worksheet shown in Table 4-1 serves both as a point
of common reference and a particularly useful tool for both the BTB and HBCT staffs during
mission analysis and COA development as they work to make recommendations for the
commander’s critical information requirements, develop the BTB’s ISR plan, and develop
suitable and feasible friendly COAs.

Mission Analysis, Step 8: Determine initial commander’s critical information

requirements (CCIR) and Essential Elements of Information (EEFI)
4-19. CCIR are elements of information required by commanders that directly affect decision
making and dictate the successful execution of military operations. The BTB commander
alone decides what information is critical, based on his experience, the mission, the higher
commander’s intent, and staff input. CCIR are situation dependent and specified by the BTB
commander for each operation. CCIR are expressed as:
Priority intelligence requirements (PIR): Information about the enemy.
Friendly forces information requirements (FFIR): Information about the BTB or
other HBCT attached units in the HBCT’s AO and time available for friendly
forces.
4-20. Essential elements of friendly information (EEFI). Although EEFI are not part of
CCIR, they become a commander’s priority when he states them as such. EEFI help
commanders understand what enemy commanders want to know about friendly forces and
why. EEFI describe what information cannot be compromised and friendly forces need to
protect this sort of information from the enemy’s information gathering systems. EEFI are
the basis for the HBCT’s OPSEC plan.

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FMI 3-90.61

Mission Analysis, Step 9: Determine initial ISR Plan

4-21. The BTB commander and staff start with the IPB developed by the HBCT S2. This
allows the BTB commander and staff to:
Refine their IPB and focus on specific rear area security threats.
Analyze the HBCT ISR Plan for specified tasks.
Coordinate with the HBCT S2 to supplement the HBCT ISR plan with specific rear
area requirements.
4-22. Examples of specific rear area ISR requirements are:
Daily use of a TUAV to perform route reconnaissance of the HBCT MSR. This
mission could provide real-time video of suspected activity before convoys and or
LOGPAC arrive at that vicinity. Examples of suspected activity include possible
ambush locations and identifying possible improvised explosive devices (IED).
Technological innovations could yield sensors capable of identifying possible IEDs.
Daily TUAV missions equipped with this particular sensor payload could identify
these example threats and provide early warning necessary to maintain the
HBCT’s combat power.
Use of the CBRN recon platoon to conduct daily area and route reconnaissance
throughout the HBCT AO to detect potential CBRN threats.
Use of coordinated mounted and dismounted security patrols to cover unassigned
areas of the HBCT AO.
In this case, an example of an ISR requirement that would be helpful is
establishing a critical friendly zone over HBCT units that will be in the vicinity of
West Town at night. The fires battalion’s counter-mortar radar can be used to:
Acquire insurgent mortar locations during attacks.
Provide data for counter-fire and or vectoring airborne TUAVs to track the
insurgents egress from the mortar firing location.

COURSE OF ACTION DEVELOPMENT

4-23. One outcome of the HBCT commanders’ COA decision is the amount of forces to apply
against the rear fight. With a two-maneuver-battalion BCT, maneuver forces are at a
premium. The commander must weigh the risk to mission accomplishment with the
allocation of his forces between the close and rear fights. This section highlights specific
aspects of course of action (COA) development to compensate for the unassigned areas in a
noncontiguous AO. Specifically, the following paragraphs will focus on the following:
Initial array of HBCT units to mitigate likely and potential enemy threats to the
HBCT rear area.
Developing tasks for HBCT subordinate units, military police, and reaction forces.
Developing coordinating instructions appropriate to the situation and unit
capabilities to ensure HBCT units execute coordinated rear area and base security
operations.
Fires planning and coordination for both direct and indirect fires. In this situation,
the focus of the BTB’s planning and coordination efforts is to prevent fratricide of
friendly elements moving through or being positioned in the unassigned areas of
the HBCT’s AO.

Course of Action Development, Step 3: Array Initial Forces

4-24. The array of HBCT units can start to mitigate likely and probable threats identified in
the initial IPB done during mission analysis. The initial array of forces needs to be
approached differently in a stability operation scenario where the HBCT units are operating

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 Planning, Preparing, and Executing Rear Area and Base Security Operations

in noncontiguous AOs. Figure 4-2 shows a possible initial array of HBCT units for this
situation. The gray shaded areas indicate the assigned AO for each subordinate HBCT unit.

HWY 1 North Mountain

HWY 2
N

West Town BTB X

BSB
CP 2 (Main)
X

X
East Village

South Mountain
HWY 1
HWY 3

Figure 4-2. Initial Array of HBCT Forces

4-25. This array of HBCT forces simplifies security concerns in the unassigned areas of the
HBCT AO. The HBCT main CP with supporting MI and signal assets, the BTB TOC and
HHC units, and the BSB are positioned in areas free from past or current insurgent activity.
Additionally, note the fires battalion is positioned not only to provide immediate fires to the
1st CAB and reconnaissance squadron but also to provide 360-degree coverage for the rest of
the HBCT. Also, the fires battalion can provide a reaction force for the HBCT Main CP as
well as provide security patrols into the western half of the South Mountain. The 2nd CAB is
positioned to provide a reaction force for the BSB and provide patrols into the eastern half of
the North and South Mountains. So, positioning can help secure identified critical assets and
establish areas for local security patrols to monitor the unassigned areas of the HBCT AO.
4-26. Also of interest to the BTB commander and staff, is the positioning of MI company
elements and assets to execute initial ISR missions and taskings assigned by the HBCT.
Figure 4-3 shows the initial array of MI assets from the TUAV platoon and the ground
collection platoon. Note that the HUMINT collection teams, TUAV GCS and TUAV L&R
sections are located in another HBCT unit’s AO. However, also note that two PROPHET
collection teams are located in unassigned areas in the HBCT’s AO. In this case, the
assessment of tactical risks for these PROPHET teams indicates it’s acceptable to position
them as such to optimize their system’s collection capabilities. Also, these positions would be
designated as no fire areas (NFAs) to prevent fratricide by indirect fire.

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FMI 3-90.61

HWY 1
HCT
MI X2
North Mountain
HWY 2
N
E W

EPW
DET

West Town BTB X

BSB
CP 2 (Main)
MI
L&R HCT
X
MI

X
GCS
MI East Village
GCS EPW
MI DET

E W

South Mountain
HWY 1
HWY 3 GCS
MI

Figure 4-3. Deployment of MICO Assets

4-27. Likewise, it was determined that the network support company needed to deploy its
two RETRANS teams in order to provide the HBCT’s range extension and network relay
support for EPLRS and SINCGARS VHF-FM networks. Each RETRANS team can operate
up to three different VHF-FM nets. Typically, these three nets are HBCT command,
operations and intelligence (O&I), and fire nets. Like the PHROPHET teams, each
RETRANS team position would be designated as no fire areas (NFAs) to prevent fratricide
by indirect fire.
4-28. Figure 4-4 shows the initial array of RETRANS assets.

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 Planning, Preparing, and Executing Rear Area and Base Security Operations

HWY 1
HCT
MI X2
North Mountain
HWY 2
N
E W

EPW
DET
RETRANS
West Town BTB X
BSB
CP 2 (Main)
MI
L&R HCT
X MI

X
GCS
MI East Village
GCS EPW
MI DET

RETRANS
E W

South Mountain
HWY 1
HWY 3 GCS
MI

Figure 4-4. Deployment of Network Support Company RETRANS Assets

4-29. Response Force Operations. Before discussing specifics on how to develop a concept
of operations for securing the unassigned areas of the HBCT AO it is necessary to review a
few general but key points about response force operations. The BTB commander is
responsible to plan for (IAW CVR analysis done in mission analysis, Step 7, Perform risk
assessment) and respond to security threats in the unassigned areas of the HBCT AO, with
HBCT subordinate unit forces provided HBCT commander. Each designated base and base
cluster commander is responsible for the security of his base/base cluster and must
designate, organize, and rehearse a quick reaction force (QRF) for immediate local response
to eliminate level II threats. The BTB’s MP platoon has the capability to function as a QRF.
If apportioned to the rear fight, the MP platoon would reinforce the base defense’s initial
response to the attack by a level II threat.
4-30. Level III threats exceed the capability of the organic capability of the BTB. The HBCT
commander has two basic options. First, he can change boundaries of a CAB. For example,
the CAB’s new adjusted AO would include the area where the Level III threat is located. In
this case, the CAB would then initiate actions to destroy the Level III threat. The HBCT
commander must augment the BTB with combat assets in order to defeat a Level III threat.
The HBCT commander could attach forces from another subordinate unit to the BTB. There
could be several potential level III threats based on the BTB’s IPB. The BTB commander
must prioritize these potential level III threats for the attached combat unit commander.
The attached combat unit commander would start planning, preparation, and rehearsals
against the most likely level III threat.

Course of Action Development, Step 4: Develop the Concept of Operations

4-31. The BTB commander uses the HBCT staff analysis and order as a start point for his
concept of operations for rear area and base security operations. The BTB commander’s
concept of operations needs to address four elements. They are:

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FMI 3-90.61

Terrain Management. Terrain management includes grouping units into bases

and designating base clusters. Additionally, he must allocate and specify locations
for units and activities. Terrain management may also include positioning MICO
and network support company assets in unassigned areas of the HBCT AO to
support execution of the HBCT’s ISR and C2 plans.
Security. This includes employing the tactical combat force (TCF), response forces,
reaction forces, and integrating local security patrols of organic HBCT units along
with other attachments into an ISR plan focused on the unassigned areas of the
HBCT’s AO.
Sustainment. Identify critical facilities and movements that require priority
protection within the unassigned areas of the HBCT AO. The BTB commander and
staff would use the HBCT Critical Asset Analysis Worksheet as a start point.
Movements. Movement includes planning routes, scheduling, and monitoring
movements of HBCT, host nation, and joint combat, CS and CSS units and supplies
into and within unassigned areas of the HBCT AO, and out of the HBCT AO.
Planning focuses on enforcing the movement priorities established by the HBCT S3
and coordinating for close combat attack (CCA) through the BAE. Fires should be
coordinated through the FEC at the HBCT Main CP in support of HBCT units
tasked with route security and convoy security which are further supporting
movement of LOGPACs and other unit moves, such as local security patrols moving
through the unassigned areas of the HBCT AO.
4-32. The following figure depicts the unassigned areas of the HBCT that the BTB must
monitor in this example.

HWY 1 North Mountain

HWY 2
N
EPW
DET

West Town BTB X

BSB
CP 2 (Main)
X

East Village
EPW
DET

South Mountain
HWY 1
HWY 3

Figure 4-5. HBCT Unassigned Areas

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 Planning, Preparing, and Executing Rear Area and Base Security Operations

4-33. Additionally, the concept of operations for the rear operation identifies specific tasks for
HBCT units as they apply to the sustaining operation. These tasks commonly involve
reconnaissance, counter-reconnaissance, base and base cluster defense, and rear area fire
support. Figure 4-6 depicts tasks designed by the HBCT staff and assigned in the HBCT
order to monitor the unassigned areas in the HBCT AO in this scenario. Key tasks
associated with monitoring these unassigned areas include movement control, route security,
convoy security, and reconnaissance and surveillance to name a few. The specific tasks for
each HBCT unit in this particular example are listed after the figure.

HWY 1
1
North Mountain
HWY 2
N
6

West Town BTB X

4
BSB
CP 2 (Main)
X

X
7
MP
East Village

5
3
South Mountain
2 HWY 1
HWY 3

Figure 4-6. Rear Area Security Tasks

4-34. Examples of specific rear area security tasks for HBCT units in this scenario are:
1st CAB (#1on Figure 4-6): On order, conduct route security patrols and enforce
movement priorities along Highway 1 from West Town to the HBCT northwest
boundary.
Armed Reconnaissance Squadron (# 2 and #3 on Figure 4-6):
On order, conduct route security patrols along Highway 3 to the HBCT’s
southwest boundary.
Monitor Highway 3 during periods of limited visibility with TUAV for
indications of insurgent attempts to establish ambush sites and emplace IEDs.
Conduct area recon of South Mountain daily. Look for mortar weapons and
ammo caches and firing position preparations.
2 CAB (#4 on Figure 4-6):
nd

On order, conduct route security patrols and enforce movement priorities along
Highway 2 from East Village to the HBCT north-northeast boundary.
On order, provide convoy security for 1st CAB, fires battalion and ARS
LOGPACS.
MP platoon (#5 on Figure 4-6):

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FMI 3-90.61

Conduct route security patrols and enforce movement priorities along Highway
1 from East Village to West Town.
Provide security escort for MECH battalion and ARS LOGPACS daily.
Escort detainees from the 1st CAB detainee holding area to the HBCT’s holding
area in the 2nd CAB AO at (Grid).
Provide quick reaction force (QRF) for the HBCT main CP.
BSB (#6 on Figure 4-6):
On order, conduct security patrol on the east end of North Mountain.
Provide LOGPAC to PROPHET and RETRANS teams on east end of North
Mountain daily.
Fires battalion (#7 on Figure 4-6):
Provide a Battery-sized TCF. Priorities of commitment are to defend the HBCT
main CP, then the BSB support area.
Monitor South Mountain during periods of limited visibility with TUAV for
indications of insurgent attempts to establish ammo caches and mortar firing
positions.
Rear Area Fire Support. Priority of fires is to the 1st CAB then the 2nd CAB
during LOGPAC convoy operations, then the TCF if committed.
4-35. The BTB TOC would coordinate for close combat attack (CCA) through the BAE and
fires through the FEC at the HBCT main CP to support HBCT units tasked with conducting
route security and convoy security and to support movement of LOGPACs and other unit
moves within the unassigned areas of the HBCT AO. The BTB would then brief these tasked
units to ensure they had the fire plan, frequencies and call signs for the designated firing
and supporting aviation units. The BTB would then monitor these units during route
security and convoy security operations.
4-36. There are other units that may be attached to the HBCT that can support the BTB in
one or more of the components of rear area and base security operations. Two noteworthy
attachments are engineers and civil affairs (CA). Engineer attachments support the BTB
during the conduct of rear area and base security operations by:
Performing engineer technical route reconnaissance.
Improving mobility along specified MSRs and other routes.
Constructing and maintaining helipads and airfields.
Improving survivability of designated critical, vulnerable, and non-recoverable
HBCT assets.
4-37. CA unit commanders attached to the HBCT assist the information operations
coordinator (IOCOORD) by contributing to the planning and coordination of nonlethal effects
in the FEC. The IOCOORD may recommend allocation of selected CA assets to support the
BTB during the conduct of rear area and base security operations. Specifically, CA assist the
BTB to:
Coordinate with host nation civil and military law enforcement agencies.
Acquire and disseminate information on threats.
Coordinate with MI HUMINT collection teams to support detainee operations.
Coordinate with HN for refugee control and assistance.
Coordinate for and acquire use of HN transportation assets.
Coordinate and acquire engineer equipment and materials.
4-38. To summarize, the BTB commander and staff need to focus on selected steps of the
MDMP to get at key issues peculiar to rear operations. Mission analysis Step 2 (Intelligence
Preparation of the Battlefield), Step 7 (Conduct Risk Assessment) and Step 9 (Develop

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 Planning, Preparing, and Executing Rear Area and Base Security Operations

Initial ISR Annex) are applied a little differently to rear area and base security operations.
Risk assessment focuses on tactical risks in planning for rear area and base security
operations. The example used highlighted the air defense critical-vulnerable-recoverable
(CVR) methodology as a start point to assess tactical risks of HBCT units and assets in the
rear area. It is also a useful tool for making recommendations on CCIR and developing
supporting ISR plans.
4-39. This section also highlighted key differences in course of action development Step 4
(Develop the concept of operations) as well. The BTB commander’s concept of operation for
the rear operation identified specific tasks for HBCT units related to monitoring unassigned
areas of the HBCT AO, sustainment operations, and movement control based on the CVR
analysis of the HBCT AO, which is done during mission analysis. These tasks commonly
involve reconnaissance, counter-reconnaissance, route security, convoy security, base and
base cluster defense, and rear area fire support. The example used also highlighted how to
array HBCT units to mitigate likely and potential enemy threats in unassigned areas of the
HBCT AO and monitor those unassigned areas during a stability operation where the HBCT
is assigned a noncontiguous AO in for a non-linear operation.

CONTIGUOUS AO IN NON-LINEAR OPERATIONS SITUATION

4-40. This discussion will use the stability operation scenario used in the preceding section
to:
Highlight similarities in selected mission analysis steps of the MDMP process.
Highlight differences in selected course of action development steps of the MDMP
process.

MISSION ANALYSIS
4-41. As in the noncontiguous AO non-linear operations situation, the BTB commander and
staff need to focus on four mission analysis sub-steps related to intelligence, Those sub-steps
are:
Step 2: Perform intelligence preparation of the battlefield.
Step 7: Perform risk assessment.
Step 8: Determine initial commander’s critical information requirements (CCIR)
and essential elements of information (EEFI).
Step 9: Determine initial ISR plan.
4-42. We will not repeat the discussion of the intelligence related mission analysis sub-steps
because this discussion in based on the same threat described in the stability operation
scenario. To review Step 2: Perform intelligence preparation of the battlefield, refer to Figure
4-1, Recent and On-going Insurgent Activity and Paragraphs 4-13, 4-14 (major observations),
and 4-15 (commander’s major conclusions). Refer to Table 4-1, HBCT Critical Asset Analysis
Worksheet and Paragraphs 4-7 through 4-9 to review Step 7: Perform risk assessment. Refer
to Paragraphs 4-19 and 4-20 to review the discussion of Step 8: Determine initial
commander’s critical information requirements (CCIR) and essential elements of information
(EEFI). Refer to Paragraphs 4-21 and 4-22 to review the discussion on Step 9: Determine
initial ISR plan.

COURSE OF ACTION (COA) DEVELOPMENT

4-43. As in the noncontiguous AO non-linear operations situation, the BTB commander and
staff need to focus on two particular course of action development sub-steps related to rear
operations and base security, Those sub-steps are:
Step 3: Array Initial Forces.

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FMI 3-90.61

Step 4: Develop the Concept of Operations.

4-44. During course of action development, the HBCT commander and staff will array HBCT
units to accomplish three major considerations. They are:
Accomplish, in order, decisive, shaping and sustaining operations.
Mitigate likely and probable threats identified in the initial IPB done during
mission analysis through positioning of HBCT units with minimum forces
necessary.
Simplify command and control.
4-45. Figure 4-7 shows a possible initial array of HBCT units using contiguous AOs in this
stability operation scenario.

HWY 1
1st CAB
North Mountain
HWY 2
N
BTB
II

B
BT
II
CA
West Town BTB X

2nd

II
CP 2 (Main)
II BSB
B

2nd
CA
II

1 C AB
X

d
2n

X
II
II

2nd East Village

C
B

AB
II
CA
II
1 st

ARS
S
AR

2nd
I IRS
C
A

AB

HWY 1
HWY 3 South Mountain

Figure 4-7. Initial Array of HBCT Forces

4-46. This array of HBCT forces leaves no area of the HBCT AO unassigned. The 1st CAB is
positioned in the western portion of the HBCT AO in order to focus their operations in and
around West Town. The 1st CAB’s operations against insurgent cells and suspected
strongholds in the vicinity of West Town would be central to the HBCT commander’s decisive
operation. The ARS is positioned to eliminate ambush activity along Highway 3 and mortar
attacks from positions on South Mountain. The 2nd CAB’s AO includes Highway 1 as far west
as Contact Point 1, Highway 2 to the HBCT’s northern boundary, and East Village. The 2nd
CAB’s inherent responsibilities include route security and convoy security along most of the
major roads in the HBCT’s AO. The 2nd CAB’s operations would be critical to the HBCT’
commander’s sustaining operation. The BTB has been assigned a comparatively small AO
that includes North Mountain. The HBCT main CP with supporting MI and signal assets,
the BTB TOC and HHC units, and the BSB are positioned in an area free from past or
current insurgent activity. The fires battalion is positioned not only to provide immediate
fires to the 1st CAB and ARS, but 360-degree coverage for the rest of the HBCT.

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 Planning, Preparing, and Executing Rear Area and Base Security Operations

4-47. This array of HBCT forces simplifies the BTB commander and staff’s security planning
and coordination requirements and support for MICO and network support company assets
positioned throughout the HBCT AO. The BTB commander and staff need only focus on their
assigned AO. However, the BTB commander and staff are concerned about all MICO and
network support company assets because they are organic BTB units. The BTB commander
and staff should suggest to the HBCT S2 and S6 respectively to consider recommending
attachment of MICO assets and teams, and Network Support Company RETRANS teams
positioned outside the BTB AO to the HBCT units whose AO’s they were positioned.
Attachment to other HBCT units reduces the BTB commander’s concerns about securing and
sustaining dispersed MICO and NSC assets during operations. Figure 4-8 shows positioning
of MICO and RETRANS teams in the BTB AO.

North Mountain
N
E W
1st CAB

BTB
II

RETRANS
HWY 2

BTB

CAB
2nd I I
BTB
X

HWY 1 CP 2 (Main)

BTB
II
West Town 2nd CA
B
East Village

HWY 3

HWY 1

Figure 4-8. MICO and Network Support RETRANS Assets in the BTB Area of Operations

4-48. The BTB concept of operation identifies specific tasks for BTB units as they apply to
this case. These tasks commonly involve counter-reconnaissance, security, and base defense.
In this situation, the BTB commander has BTB HHC organic units available as dedicated
assets. Figure 4-9 depicts the MP platoon conducting security patrols along North Mountain
and manning an observation post oriented toward the intersection of Highways 1 and 3. The
Security Section is the primary asset for HBCT CP and BTB TOC security.

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FMI 3-90.61

North Mountain
N

1st CAB

BTB
II
HWY 2

BTB

CAB
MP

II 2nd
MP
BTB
X

HWY 1 CP 2 (Main)

BTB
II
West Town 2nd CA
B
East Village

HWY 3

HWY 1

Figure 4-9. BTB Area of Operations Security Tasks

LINEAR DEFENSIVE OPERATIONS SITUATION

4-49. This discussion will use Figure 4-10. This figure depicts a HBCT in an area defense.
The HBCT rear area in this situation is located east of Highways 1 and 2. The BSB has
established a base defense around an unoccupied airfield. The HBCT commander has
allocated the BTB commander with a combined arms company as a TCF. The HBCT Main
CP and the BTB TOC are on the east side of East Village.

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 Planning, Preparing, and Executing Rear Area and Base Security Operations

N
PL
White
X
North
Mountain
HWY 1 HWY 2

II
BSB
CP 1 (TAC)
West (-)
Town X
1 st
CA
II B
CP 2 (Main)
East BTB
2n
dC
Village

X
AB

South (-)
Mountain
TCF
X

II
HWY 3
II CP 1 (TAC)
HWY 1
X
PL White

Figure 4-10. HBCT Defensive Operations

MISSION ANALYSIS
4-50. The intelligence related steps of mission analysis will not be discussed in detail again.
However, the utility of developing a critical asset analysis worksheet cannot be overstated.
This worksheet serves both as a point of common reference and a particularly useful tool for
both the BTB and HBCT staffs during mission analysis and COA development as they work
to make recommendations for the commander’s critical information requirements, develop
ISR plans, and develop suitable and feasible friendly COAs. As in the other general cases, a
suitable COA will ensure every priority asset or capability is a defended asset against likely
threats.

COURSE OF ACTION (COA) DEVELOPMENT

4-51. As in the other two general cases, the HBCT commander and staff will array HBCT
units to accomplish three major considerations. They are:
Accomplish, in order, decisive, shaping and sustaining operations.
Mitigate likely and probable threats identified in the initial IPB done during
mission analysis through positioning of HBCT units with minimum forces
necessary.
Simplify command and control.
4-52. In this situation, the HBCT commander and staff assessed potential tactical risks to
HBCT units and assets positioned in the HBCT rear area and allocate the BTB commander a
company combined arms team as a dedicated TCF. The BTB commander would conduct
detailed planning and rehearsals with the BSB commander and the designated TCF
commander to ensure critical and vulnerable units in the HBCT rear area are protected.

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FMI 3-90.61

SECTION II - PREPARING FOR REAR AREA AND BASE SECURITY

OPERATIONS
4-53. BTB preparation for rear area and base security operations focuses on conducting
rehearsals of response forces at each level. Base and base cluster commanders must rehearse
the designated quick reaction forces. The BTB commander must rehearse his designated
tactical combat force (TCF) commander.
4-54. Rehearsals must be conducted during and periods of limited visibility. Rehearsals in
increased MOPP levels, is a threat based situational decision. The specific rehearsal
technique used by the BTB, base and base cluster commanders will depend on time,
resources, participation level and OPSEC considerations. At a minimum, each commander
should conduct a terrain model (rock drill) rehearsal with key leaders. The BTB commander
along with his key leaders and staff should attend each base and base cluster commanders’
reaction force rehearsal. BTB key leaders and staff could include the TCF commander, BTB
S3, S2 and FEC representative, HBCT battle staff S2, FEC and BAE representatives, MP
platoon leader, and other attached MP unit commanders. Base and base cluster
commanders’ staffs, unit medical representatives, and designated QRF leaders should be
present. Base and base cluster commanders’ staffs should conduct full-dress rehearsals for
their designated QRF. Some topics that should be emphasized are:
Unit identification and recognition symbols (fratricide prevention).
Direct and indirect fire planning and coordination (communications).
Planning and coordination for employment of Army aviation (CCA) and CAS.
MEDEVAC (ground and air) of critically wounded.
4-55. For additional information on rehearsals, refer to Chapter 4, Troop Leading
Procedures, Paragraphs 4-51 through 4-61, FM 5-0, Army Planning and Orders Production.

SECTION III - EXECUTING REAR AREA AND BASE SECURITY OPERATIONS

4-56. The BTB staff performs seven actions continuously while executing rear area and base
security operations. Each of these seven actions focuses on three areas. Those areas are
intelligence, base and base cluster defense and response force operations. The foundation of
execution is the staff’s ability to monitor current operations. The BTB staff needs reliable
ABCS communications to maintain a current and accurate common operating picture (COP).
This will enable the staff to achieve and maintain situational understanding and manage the
flow of information in the BTB TOC. The BTB commander helps the staff manage
information in an efficient and effective manner by having clear CCIR. The staff, using the
BTB commander’s CCIR, can identify and anticipate requirements, and make
recommendations related to the current rear operation. The staff then conducts coordination
with higher, adjacent and subordinate units necessary to direct actions of affected units. The
goal of these staff actions is to synchronize intelligence, base and base cluster defense and
response force operations in order to maintain the HBCT’s combat power. Figure 4-11 shows
the relationship of these continuous staff actions.

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 Planning, Preparing, and Executing Rear Area and Base Security Operations

Goal Synchronize Operations

Direct Actions

Conduct Coordination

Make Recommendations

Identify & Anticipate

Requirements

Manage Information

Monitor Operations Foundation

Figure 4-11. BTB Staff Actions During Execution

MONITOR OPERATIONS
4-57. The BTB staff needs to monitor three specific areas in rear area and base security
operations in the HBCT rear area. They are intelligence, base and base cluster defense and
response force operations.
Intelligence. The BTB S2’s primary asset to monitor intelligence is through ASAS.
ASAS provides the S2 a macro view of the current enemy situation throughout the
HBCT’s AO and AI. However, other sources the S2 can use are:
HUMINT. The BTB’s PIR will more than likely be refined and focused on Level
I and II threats. Information on these threats is often generated through
HUMINT sources. Besides the HUMINT collection teams in the MI company,
other valuable HUMINT sources are local government police and security
forces, and non-governmental organization (NGOs) aid workers in the area and
other HN agencies. Finally, the S2 should contact UEx and or UEy
counterintelligence units for information on potential high-value targets the
BTB should protect.
TUAV. The BTB S2 should plan for daily missions designed to provide real
time intelligence on daily routine troop movements along designated HBCT
MSRs. Normally, one of the TUAV GCS will be located at the HBCT Main CP.
The S2 needs to review planned TUAV missions and determine if any of those
can provide “in-flight” information useful to the BTB rear area security
operation. If a TUAV flight might provide such information, then the S2 or a
designated representative could be present when that particular mission is
flown. There are probably several opportunities a day to do this, as the TUAV
L&R Section may be located in the BSB area. The TUAV will probably overfly a
considerable portion of the HBCT AO during the ingress to and egress from its

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assigned mission area. This is another opportunity to look at unoccupied areas

of the HBCT rear area.
Security Patrol Debriefs. The BTB develops its own ISR plan. This plan will
include some type of security patrols. These patrols need to be debriefed by the
parent unit commander and or S2 and that information forwarded to the BTB
S2 in a timely manner.
Subordinate Units Spot Reports. Every BTB organic and attached unit
needs to know the BTB’s PIR. Units need to report anything that appears out of
the ordinary. For example, the MP platoon may cover a considerable portion of
the HBCT rear area while executing its daily MMSO related missions. The MPs
are a valuable source of real-time information at specific locations in the HBCT
rear area.
Base and Base Cluster Defense. The BTB S3 current operations, FEC, S4 and
S1 monitor on-going operations in these areas. These staff officers are more
interested in information related to FFIR and EEFI.
S3 current operations. The S3’s primary asset to monitor friendly unit
activity is through MCS. MCS will provide the S3 a macro view of the current
friendly situation throughout the HBCT’s AO and AI. The S3 focuses on terrain
management and movement when monitoring current operations. The S3 needs
to continuously coordinate with the HBCT S3 and transportation coordinator to
identify unit and troop movements that will occur in the HBCT and units that
are repositioning. Troop or unit movements may well be EEFI. So, the BTB S3
needs to ensure appropriate OPSEC measures are implemented as required.
FEC. The FEC’s primary asset to monitor friendly unit fire support related
activity is through AFATDS. AFATDS will provide the FEC a macro view of the
current indirect fires coordination control measures in effect throughout the
HBCT’s AO and AI. The FEC will coordinate, consolidate and update base and
base cluster fire support plans. The FEC will also plan fires to support daily
subordinate and attached units local security patrols, LOGPAC convoys, and
other troop/unit movements in the HBCT rear area. This includes coordination
with the ALO and brigade aviation element (BAE) in the HBCT FEC to
integrate close combat aviation (CCA) and/or CAS into each of these areas.
Since most of these units do not have organic forward observers, the FEC
should review call-for-fire procedures with key leaders of these units in the
HBCT AO. Additionally, the FEC needs to monitor the location of SINCGARS
RETRANS teams and coordinate to ensure one of the RETRANS nets is the
fires battalion primary fire direction net. Again, many of these units may not
have the equipment to initiate digital calls for fire. They will have to use voice.
So, if they are out FM/SINGCARS range, it is a moot point. Finally, the FEC
needs to ensure the Fires battalion has accurate locations of the BTB MICO
and Network Support Company assets and teams positioned throughout the
HBCT rear area and that these locations are designated no fire areas (NFAs).
BTB S4. The S4 monitors the operational readiness, maintenance, and supply
status of each attached unit in the HBCT AO. The S1 and S4’s primary asset to
monitor friendly unit logistics status is through CSSCS. CSSCS will provide the
S4 a macro view of the current friendly logistics situation for HBCT units. This
type of information is often typical FFIR. The S4 coordinates and monitors
daily LOGPACs and recovery and evacuation of non-operational or battle
damaged equipment as required.
BTB S1. The S1 monitors the human resource readiness and status of each
attached unit in the HBCT AO. The S1 also monitors FHP related activities
and reports anomalies and or trends that may indicate a systemic problem with

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potable water, contaminated rations or possible (suspected) threat use of

biological weapons. He notifies the commander and other medical authorities.
This type of information is often typical FFIR
Response Force Operations. Execution of response force operations requires
the BTB staff to manage information, identify and anticipate requirements, and
make recommendations.

MANAGE INFORMATION
4-58. The BTB staff uses current C2 processes and procedures to provide the BTB
commander with accurate, relevant and timely information. The BTB staff uses the MDMP
and IPB to help the BTB commander to visualize and describe the current and future
situations, and to establish and maintain an accurate COP. Staff processes assist in
planning, coordinating and monitoring operations. The BTB staff uses these processes to
help the BTB commander direct operations. The BTB staff relies on information. ABCS and
FBCB2 systems provide digital automation support to help the staff visualize and describe
the situation for the commander, and direct execution of the commander’s decision through a
COP.

IDENTIFY AND ANTICIPATE REQUIREMENTS

4-59. There are major and minor crises that have the potential to affect the HBCT operation.
Examples of major actions are level II or higher threat activity and CBRN attacks. The BTB
staff needs to focus on identifying and anticipating requirements related to commitment of a
tactical combat force (TCF) and hasty and deliberate decontamination. There are smaller
daily crises that will occur. An example might be that the HBCT MSR is congested and the
BTB TOC needs to re-route LOGPAC convoys to an alternate route. In either case, every
BTB staff officer needs to stay focused while monitoring current operations to first, recognize
a possible problem and second, anticipate the potential impact of that particular problem.

MAKE RECOMMENDATIONS
4-60. BTB staff officers that recognize possible problems and can anticipate the potential
impact of that particular problem are ready to provide the BTB commander with a coherent
recommendation that will correct the situation. For example, commitment of the TCF is an
event-driven decision. The staff will have developed indicators and tied those to an event
template. The timings in the event template were the result of time-distance calculations
estimated by the staff, and confirmed through reduced force rehearsals by the TCF. So, in
this case, the staff would recognize indicators from early unit spot reports that the threat
may exceed the attacked unit’s capabilities. Typical staff actions include:
The S2 would know if there was an on-going TUAV mission in the general area and
contact the HBCT S2 to coordinate a re-route of the mission the get real-time
imagery of the situation.
Concurrently, the FEC working through the HBCT FEC would initiate actions to
prepare a FB firing unit to execute planned fires to support the commitment of the
TCF. He would also determine if there were any aviation assets available for CCA.
The S1/S4 would alert the BAE element in the HBCT FEC to initiate and assist
coordination for Air MEDEVAC for critical wounded casualties in the attacked
unit.
The battle captain would take the initiative to issue a WARNO to the TCF to
increase current REDCON level, brief the TCF commander on the situation, and
then immediately notify the BTB commander of the situation and actions taken
thus far by the staff.

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4-61. To summarize, the BTB staff conducts coordination and direct actions in order to
synchronize intelligence, base defense and response force operations.

HBCT COMMAND POST SECURITY

4-62. HBCT command posts are critical, non-recoverable assets that assist and support the
HBCT commander to exercise continuous effective battle command during full spectrum
operations. However, the HBCT command posts are vulnerable to a wide range of threats
(including CBRN) and their loss to any type of threat action can seriously degrade the
combat effectiveness of the HBCT. The following paragraphs outline specific command post
security planning and coordination responsibilities, organization of BTB forces, and
considerations pertaining to planning, preparing and executing command post security.

Responsibilities
4-63. The BTB commander, BTB HHC commander, and HBCT HHC commander all have key
roles in planning, preparing, and executing command post security. The BTB commander
has overall responsibility for planning, preparing, and executing HBCT TAC, HBCT MAIN
and BTB TOC security against likely threat action in any given situation. The HBCT HHC
commander is responsible for conducting security planning and supervising execution of
security plans for HBCT TAC and HBCT MAIN. The BTB HHC commander is responsible
for conducting security planning and supervising execution of security plans for the BTB
TOC.
4-64. The task of planning, preparing and executing command post security is simplified
when the HBCT Main and TAC, and BTB TOC are collocated in the same general vicinity
and within mutual supporting distances of each other. This situation affords the BTB
commander the opportunity to integrate and coordinate security planning with the HBCT
HHC commander and the BTB HHC commander. The BTB commander can implement
active security measures that provide collateral security for all three C2 facilities with
existing BTB organic assets. However, there are times when the HBCT TAC CP and/or the
BTB TOC will be deployed at different locations. Normally, the HBCT TAC will be the C2
facility that operates at a separate location. In these cases, the security section would serve
as the primary asset to secure the HBCT TAC CP. A section from the BTB MP platoon could
be used to supplement security in and around the HBCT Main and BTB TOC.

Organization
4-65. Security of HBCT CPs is organized like a perimeter defense. The HBCT HHC
commander assigns sectors for each assigned and attached company headquarters located in
the vicinity of HBCT MAIN. The clock method is a technique the HBCT HHC commander
can use to make establishing the HBCT CP security perimeter a routine procedure. Also, he
ensures that each element, to include the Main CP cells provide individual soldiers for use as
a quick reaction force (QRF). The HBCT HHC commander recognizes that many of these
soldiers will be performing duties that they do not routinely perform and that their absence
during rehearsals and other QRF specific training may affect operational readiness of their
section or CP cell. The BFV security section and MP platoon are organic BTB elements that
are potential response forces available for HBCT CP security.

Preparation
4-66. The most important decision in preparation is selection of HBCT CP sites and site
reconnaissance. Positioning of C2 facilities can provide passive security. Ideal CP sites are
on terrain that enhances survivability by providing natural cover; reduces potential of
detection by providing natural concealment; yet, does not reduce or degrade CP
communication systems. Implementing passive security measures allows the BTB and both

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 Planning, Preparing, and Executing Rear Area and Base Security Operations

HHC commanders the opportunity to maximize the effectiveness and efficiency of available
organic assets for active security measures.
4-67. The HBCT HHC commander, using factors of METT-TC decides on specific priorities of
work for any given CP site. Priorities of work may include the following:
Establishing local security and deploying a security force.
Designating sectors of fire, principal directions of fire and TRPs.
Preparing primary fighting positions.
Positioning key weapons.
Designating and preparing alternate fighting positions.
Emplacing chemical alarms.
Preparing range cards and sector sketches.
Installing night and limited visibility aids.
Designating Quick Reaction Forces (QRF).
Rehearsing QRF under day and limited visibility conditions.
4-68. For additional discussion of command post security refer to FMI 3.90.6, Heavy Brigade
Combat Team (HBCT), Chapter 10, Command Post Operations.

REAR AREA AND BASE SECURITY OPERATIONS ARE A KEY

ELEMENT OF THE HBCT’S SUSTAINING OPERATION DURING FULL
SPECTRUM OPERATIONS
4-69. The purpose of sustaining operations is to generate and maintain the HBCT’s combat
power. The BTB commander and staff may be responsible for rear area and base security
operations. The BTB staff needs to conduct concurrent parallel planning with the HBCT
battle staff. BTB preparation for HBCT’s rear area and base security operations focuses on
conducting rehearsals of response forces at each level. Base and base cluster commanders
must rehearse the designated quick reaction forces. The BTB commander must rehearse his
staff and the designated tactical combat force (TCF) commander. The BTB staff’s specific
rear area and base security operations related execution responsibilities include monitoring
operations, managing information, identifying and anticipating requirements, making
recommendations, conducting coordination, directing actions, and synchronizing operations.
For a further discussion on rear operations and base security refer to FM 3-90, Tactics,
Appendix E, Rear Area and Rear Security.

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 Appendix A
Aviation Support of Ground Operations

Army aviation’s greatest contribution to the battlefield is providing the

ground maneuver commander the ability to apply decisive combat power
at critical times virtually anywhere on the battlefield. This combat power
may be in the form of direct fire support from aviation maneuver units,
the insertion of overwhelming infantry forces, or artillery fires delivered
via air assault. This versatility gives the maneuver commander a decisive
advantage on the battlefield. Ground maneuver commanders synchronize
aviation maneuver with ground maneuver to enhance offensive and
defensive operations. This synchronization allows the ground maneuver
commander to shape the battlefield and to influence events throughout
his AO.

SECTION I - AVIATION BRIGADE ORGANIZATIONS

AVIATION ORGANIZATIONS - GENERAL

A-1. Each brigade differs in both form and function with different capabilities and
subordinate units. Each brigade contains a headquarters and headquarters company (HHC)
that provides personnel and equipment for the C2 functions of the brigade and security and
defense of the command post (CP).
A-2. In the modular aviation brigade structure, an air traffic services (ATS) company has
been added to the general support aviation battalion (GSAB) to provide ATS and a forward
support company (FSC) has been added to each aviation battalion to provide sustainment
support. For communications support a signal company has been added to the aviation
support battalion (ASB).
A-3. The intent is for aviation brigade s to be modular, scalable, and tailorable so that they
can task organize as required to conduct reconnaissance, security, air-assault, close combat
attack (CCA), mobile strike, and maneuver sustainment support.
A-4. Multifunctional brigades are able to perform all aviation missions with little or no
external augmentation. They contain a variety of different airframes and battalions to
perform these missions and operate at the UEx level. Brigades assigned to echelons above
UEx are considered functional aviation brigade s. Functional brigades are more specialized
with limited battalions and airframes to focus on specific aviation support missions. They do
not contain attack reconnaissance battalions (ARB).
A-5. The numbers and types of subordinate battalions are based on the brigade’s mission.
Separate companies may be assigned, attached, or under OPCON to brigades, however, this
presents challenges for C2 as the brigade staff must also prepare plans and orders on the
level of detail normally found at the battalion level.

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AVIATION BRIGADES TYPES AND ORGANIZATIONS

AVIATION BRIGADE TYPES - GENERAL

A-6. The aviation transformation force consists of eight distinct types of aviation brigades:
z Heavy aviation brigade.*
z Light aviation brigade.*
z Forced entry aviation brigades.*
z Corps aviation support brigade (CASB).
z Theater support aviation brigade (TSAB).
z National Guard division (homeland defense) aviation brigade.
z National Guard division (heavy) aviation brigade.
z Army special operations aviation regiment (ARSOAR).*
A-7. Subordinate battalions found in aviation brigade s are—
z Light ARB with 30x OH-58D.
z Heavy ARB with 24x AH-64D.
z Assault helicopter battalion (AHB) with 30x UH-60L (FM 3-04.113).
z General Support Assault Battalion (GSAB) with 8x UH-60L, 12x CH-47, and 12x
HH-60(MEDEVAC).
z Aviation Support Battalion (ASB). (FM is TBP).
z Fixed wing (FW) aviation battalion with 8x C-12 and 32x C-23 FW aircraft (FM 3-
04.613).
A-8. The following paragraphs describe the four types of aviation brigades which are most
likely to support HBCT operations (heavy, light, forced-entry, and ARSOAR)

HEAVY AVIATION BRIGADE

Mission
A-9. The heavy aviation brigade’s TOE mission is to find, fix, and destroy enemy forces using
maneuver to concentrate and sustain combat power at the critical time and place, as an
integrated member of the combined arms team. This brigade (Figure A-1) destroys enemy
forces using fire, maneuver, and shock effect. It conducts reconnaissance and security (R&S)
operations and provides C2 support. It conducts air movement operations, aerial delivery of
mines, and aeromedical support. See FM 3-04.111 for additional details on the heavy
aviation brigade.

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 Aviation Support of Ground Operations

Figure A-1. Heavy Aviation Brigade

Organization
A-10. The heavy aviation brigade has an HHC, two heavy ARBs, an AHB, a GSAB, and an
ASB.

Fundamentals
A-11. A heavy aviation brigade is usually assigned to a heavy UEx, and does not have any
organic ground combat forces. The brigade can perform screen operations, guard operations
when augmented, and participate in cover missions.
A-12. The heavy aviation brigade supports the UEx scheme of maneuver by facilitating
ground maneuver through aviation operations. Utility and heavy helicopters allow the
brigade to move forces and materiel quickly throughout the battlespace. Attack
reconnaissance aircraft focus on providing quick reaction fire support through CCA to
friendly maneuver forces in contact and mobile strikes against high-value targets (HVT).

LIGHT AVIATION BRIGADE

Mission
A-13. The light aviation brigade’s TOE mission is to find, fix, and destroy enemy forces using
maneuver to concentrate and sustain combat power at the critical time and place, as an
integrated member of the combined arms team. This brigade (Figure A-2) destroys enemy
forces using fire, maneuver, and shock effect. It conducts R&S operations, air assault and air
movement operations, and aerial delivery of mines. It also provides C2 and aeromedical
support. See FM 3-04.111 for additional details on the light aviation brigade.

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Figure A-2. Light Aviation Brigade

Organization
A-14. The light aviation brigade has an HHC, two light ARBs, an AHB, a GSAB, and an
ASB.

Fundamentals
A-15. A light aviation brigade is usually assigned to an infantry UEx. Due to the UEx’s
relative lack of firepower, it relies on security operations to reduce or eliminate the
probability of surprise engagements. The brigade can perform screen operations, guard
operations when augmented, and participate in cover missions.
A-16. The light aviation brigade supports the UEx scheme of maneuver by facilitating
ground maneuver through aviation operations. Utility and heavy helicopters allow the
brigade to move forces and materiel quickly throughout the battlespace. Attack
reconnaissance aircraft focus on reconnaissance and security missions to protect
maneuvering forces, and quick reaction fire support through CCA once enemy contact is
established.

FORCED ENTRY AVIATION BRIGADE

Mission
A-17. The forced entry aviation brigade’s TOE mission is to find, fix, and destroy enemy
forces using fire and maneuver to concentrate and sustain combat power to support UEx
operations. This brigade (Figure A-3) destroys threat forces using fire, maneuver, and shock
effect. It conducts R&S operations and provides C2 support. It conducts air assault and air
movement operations, aerial delivery of mines, and aeromedical support. See FM 3-04.111
for additional details on the forced entry aviation brigade.

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 Aviation Support of Ground Operations

Figure A-3. Forced Entry Aviation Brigade

Organization
A-18. The forced entry aviation brigade has an HHC, one heavy ARB, one light ARB, an
AHB, a GSAB, and an ASB.

Fundamentals
A-19. The forced entry aviation brigade‘s primary role is to deploy quickly into a point of
entry and provide aviation combat, CS, and CSS in support of decisive, shaping, and
sustainment operations. The brigade may deploy into multiple, unimproved points of entry,
using force to overwhelm hostile anti-access capabilities.

ARMY SPECIAL OPERATIONS AVIATION REGIMENT

Mission
A-20. ARSOAR’s mission is to plan, support, and conduct special air operations by
clandestinely and covertly penetrating hostile and denied airspace. ARSOAR supports
special operations forces (SOF) conducting joint, combined, interagency, and coalition
operations in regional crises, major conflicts, or as directed by the President and Secretary of
Defense. ARSOAR organizes, equips, trains, validates, sustains, and employs assigned
aviation units for the U.S. Army Special Operations Command. See Chapter 1, FM 3-04.111
for additional details

Organization
A-21. The ARSOAR (Figure A-4) consists of an HHC, three battalions, separate forward-
deployed companies, a special operations aviation training company (SOATC), and a systems
integration and maintenance office (SIMO). The ARSOAR rotary-wing aircraft include the
AH/MH-6, MH-60, MH-60 variant known as the defensive armed penetrator (DAP), and MH-
47. ARSOAR units are designed to plan, conduct, and support special operations missions
unilaterally or jointly in all theaters and at all levels of conflict. To accomplish this mission,

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ARSOAR units are task-organized according to the unit they will support, the theater of
operations, and expected missions. ARSOAR task organizations are formed around one of the
regiment’s battalions.

Figure A-4. Army Special Operations Aviation Regiment

Fundamentals
A-22. ARSOAR units are trained and equipped to infiltrate, resupply, and exfiltrate U.S.
SOF and other designated personnel. Training is tailored specifically to profiles that support
the SOF mission. Units prefer to operate at night, using night vision goggles (NVG) or night
vision systems (NVS) and low-level flight profiles. Training is conducted in all operational
environments and terrain. Inherent in the training is the ability to operate from maritime
platforms. Emphasis is placed on precise navigation over long range and under adverse
weather conditions.

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 Aviation Support of Ground Operations

AVIATION BATTALIONS

ATTACK RECONNAISSANCE BATTALION (ARB)

Attack Reconnaissance Battalion Types

A-23. Battalions plan, coordinate, and execute operations. They create opportunities for
commanders to disrupt the enemy’s decision-making process, forcing him to make decisions
that disrupt initial plans. The battalion–through coordination, liaison, command and control
(C2), and situational understanding (SU)–helps set the conditions for the force’s success.
A-24. There are two types of ARBs in the UEx aviation brigades; heavy and light.

Organization
A-25. Each UEx aviation brigade has two ARBs. An ARB consists of either all AH64s or all
OH-58Ds. The distinction between heavy and light ARBs is that a heavy ARB consists of
24x AH-64s and a light ARB consists of 30x OH-58Ds.
A-26. Each heavy and light ARB has a HHC, a forward support company (FSC), three attack
reconnaissance companies (ARC), and an aviation service company (ASC).

Mission
A-27. The battalion’s primary missions are reconnaissance, security, and the destruction of
enemy forces through CCA and mobile strike.

ASSAULT HELICOPTER BATTALION

General
A-28. The fundamentals, mission, and organization of the AHB are relatively the same
whether it is part of a heavy, light, or forced entry, aviation brigade. The AHB’s primary role
is to plan, execute, and logistically support operations. The two basic fundamental tasks
common to each AHB include air assault and sustainment. In the sustainment role, the AHB
provides support to the air assault operation first, then to UEx. The AHB can also provide
aircraft for GS missions when available. See FM 3-04.113 for additional details.

Organization
A-29. UEx aviation brigades have one AHB. Three-star-level UEx aviation brigades have
two AHBs. The Air Assault UEx, however, has two aviation brigade s each with its own
AHB. The AHB at all echelons consists of a HHC, a FSC, three assault companies, and an
ASC (Figure A-5).

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FMI 3-90.61

Figure A-5. Assault Helicopter Battalion

Mission
A-30. The primary mission of the AHB is to move the combat elements of a combined arms
battalion (CAB) in one lift, augmented as necessary by CH-47 aircraft from the GSAB and to
extend tactical reach of the maneuver commander, negate effects of terrain, seize key nodes,
achieve surprise, and isolate or dislocate enemy forces. The battalion also conducts
numerous other missions as described below.

GENERAL SUPPORT AVIATION BATTALION

General
A-31. The fundamentals, mission, and organization of the GSAB are relatively the same
whether it is part of a UEx, or theater level aviation brigade.

Organization
A-32. Each aviation brigade has one GSAB. Each GSAB consists of a HHC, a FSC, a general
support aviation company (GSAC), a heavy helicopter company (HvyHC), an aeromedical
evacuation company (MEDEVAC), an ATC, and an ASC (Figure A-6).

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 Aviation Support of Ground Operations

Figure A-6. General Support Aviation Battalion

Mission
A-33. The mission of the GSAB is to conduct general aviation support, to provide airborne
C2; to provide air transport of personnel, equipment, and supplies; to conduct aerial
sustainment operations; to support air assault operations as required; and to provide
MEDEVAC support throughout the applicable area of responsibility (AOR).

SECTION II - BRIGADE AVIATION ELEMENT AND AVIATION LIASION TEAMS

THE BRIGADE AVIATION ELEMENTS (BAE)

A-34. As a part of Army transformation, each BCT will have a BAE. The BAE is a planning
and coordination cell whose major function is to incorporate aviation into the ground
commander’s scheme of maneuver. The BAE focuses on providing employment advice and
initial planning for aviation missions, unmanned aerial vehicles (UAV), airspace planning
and coordination, synchronization with the air liaison officer (ALO) and the fire support
officer (FSO). The BAE also coordinates directly with the aviation brigade or the supporting
aviation task force (TF) for detailed mission planning.
A-35. The BAE does not take the place of aviation TF involvement in the planning process.
It assists the BCT in aviation planning and provides the aviation brigade or the supporting
aviation TF leadership with BCT mission information. It is critical that aviation
commanders and S3s participate and lead aviation mission planning in support of the BCT.
A-36. The BAE is organized and equipped to support the BCT, and consists of a sufficient
number of personnel for 24-hour operations. It uses the Army Battle Command System
(ABCS), which can network with the joint planning and communications architecture. As of
this writing, the BAE is composed of a major, a captain, a senior warrant officer and three
enlisted personnel.
A-37. The BAE is involved in the mission from receipt of the WARNO from higher through
planning; movement to the port of embarkation (POE); deployment; reception, staging,

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FMI 3-90.61

onward movement, integration into the force (RSOI), the military decision-making process
(MDMP), combat operations, redeployment, reintegration, reconstitution and retraining
(R4).

RESPONSIBILITIES
A-38. The BAE provides:
Integration and synchronization of aviation into the BCT commander’s scheme of
maneuver,
Focus on incorporating aviation into the commander’s plan.
Direct coordination with aviation brigade(s).
Close integration/synchronization with the air liaison officer (ALO) and ECOORD
(fires and effects coordinator).
Employment advice and planning for the reconnaissance and attack elements,
assault helicopters, airborne command and control assets, heavy helicopters,
medical evacuation (MEDEVAC) helicopters, and unmanned aerial vehicles
(UAVs).
Army airspace command and control (A2C2) planning, coordination, and airspace
deconfliction for combined arms, joint, interagency and multi-national (JIM)
operations.

AVIATION LNO TEAMS

A-39. Although the BAE will conduct many of the functions traditionally performed by
liaison officers (LNO); aviation LNO teams will remain a critical part of the process and thus
must be staffed appropriately.
A-40. While the BAE works directly for the BCT commander as a permanent member of his
staff; aviation LNO teams represent the supporting aviation TF at a designated maneuver
headquarters for the duration of a specific operation.
A-41. If collocated with the BAE, the LNO team will normally work directly for the brigade
aviation officer as a functioning addition to the BAE staff section. Effective employment of
LNOs is imperative for coordination and synchronization. Often, aviation LNO teams will
coordinate with the BAE and proceed to a supported ground maneuver battalion. An
example would be an aviation LNO team in support of an infantry battalion performing an
air assault to seize a key piece of terrain as a part of a mechanized BCT scheme of
maneuver.

RESPONSIBILITIES
A-42. LNO teams maintain and provide current—
Aviation unit locations.
Aircraft / equipment status.
Crew availability and fighter management cycle status.
Class III/V status.
Mission essential task list (METL) training status.
Continuous updates to the aviation commander and staff on the BCT’s plan.

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 Aviation Support of Ground Operations

SECTION III - ARMY AVIATION BRIGADE MISSIONS

GENERAL
A-43. Aviation brigades are tailored to execute operations that support the unit to which
they are assigned. The principal role of the brigade is to set the conditions for success for its
units. The aviation brigade can employ other combined arms elements conducting ground
operations, and can operate semi-independently, or as a part of a joint force.
A-44. Based on METT-TC, the aviation brigade commander task organizes available
aviation resources into mission packages that are either controlled by a supported brigade
combat team or the aviation brigade
A-45. Aviation conducts missions across the full spectrum of operations from stability
operations and support operations (SOSO) to major combat operations (MCO), and provides
the force missions of attack (mobile strike and CCA); reconnaissance and security; air
assault/air movement; airborne C2; support to command, control, communications,
computers, intelligence, surveillance, and reconnaissance (C4ISR); A2C2; personnel
recovery; MEDEVAC; and maneuver sustainment support. See FM 3-04.111 for additional
details.
A-46. Aviation units operate within the framework of the ground regime. As fully integrated
members of the combined arms team, aviation units conduct combat, combat support, and
combat service support operations 24 hours a day across the entire length and breadth of the
AO. The aviation TF supporting the HBCT primarily conducts reconnaissance, security and
close combat support for the HBCT. Each aviation brigade or aviation battalion task force is
tailored for specific missions. However, each brigade or battalion task force accepts other
organizations and performs missions not necessarily defined in the TOE mission statement.

ARMY AVIATION BRIGADE MISSIONS

ATTACK
A-47. The aviation brigade has the organic capability to strike an enemy throughout the
depth of the corps area of operations (AO) from multiple directions, either in support of the
BCTs, or independently in non-contiguous battlespace. Attack reconnaissance aircraft carry
a combination of missiles, rockets and conventional ammunition to destroy high priority
targets, shield the maneuver forces as they move out of contact, and enable shaping of the
battlespace. In addition to the traditional attack functions, the attack reconnaissance unit
executes all the functions that air cavalry has performed throughout the history of Army
Aviation. As an armor killer, it is deadly against massed moving targets, and is also effective
against enemy field artillery, air defense, communications, logistics units, and point targets
(bunkers, caves, windows in buildings). The attack reconnaissance unit cannot occupy
terrain; however, it can deny terrain for a limited period of time with direct and indirect
fires. Attack reconnaissance aircraft provide a highly mobile and lethal attack capability
against selected targets. Attack reconnaissance units also make an excellent reserve or quick
reaction force for the supported commander
A-48. The mobile strike capability of the aviation brigade, particularly when coupled with
Army and joint fires and effects provides the commander with a significant capability to
extend the battle to the maximum range of organic and supporting sensors. The aviation
brigade headquarters has the inherent staff planning experience to support maneuver, the
synchronization and integration of joint effects, and the ability to control mobile strike
operations.

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FMI 3-90.61

A-49. Maneuver brigades are designed around close combat. The UEx will normally conduct
mobile strike operations outside the maneuver brigade areas against targets that are
capable of maneuvering to avoid precision strikes. These operations are extended combat
that capitalize on the ability of aviation forces to maneuver to the full depth of the UEx AO.
A-50. The UEx does not directly control aviation teams or task forces, but directs mobile
strikes through mission orders to the aviation brigade. Aviation brigades will plan and
conduct mobile strikes. To conduct of mobile strikes, the aviation brigade will normally have
OPCON those assets (such as Fires and RSTA BDE) needed to conduct the mission.
A-51. Even with a sound decision and the battlefield shaped for decisive action, executing an
effective mobile strike operation is difficult. Conducting mobile strikes at the BCT level is
problematic and should not be the norm. When the BCT is assigned an AVN BN TF the BCT
CDR will have the responsibility for the detailed planning, preparation, and coordination
necessary for a successful aviation mobile strike. The expertise required for this type of
precision operation will not reside at the BCT level.
A-52. (Close combat attack is discussed at paragraph 1-68.)

RECONNAISSANCE
A-53. Attack reconnaissance aircraft are employed to support the commander’s scheme of
maneuver and significantly extend the battlespace of both the BCT and echelons above the
BCT. Attack reconnaissance aircraft assist in locating the threat, building and sharing the
common operational picture (COP), enhancing force protection, enabling freedom of
movement, clearing the way for air assault and aerial mining missions, securing routes for
aerial/ground resupply, and allowing the commander to focus combat power at the decisive
point and time. Sensor video recording capability can provide the supported commander
excellent reconnaissance and BDA information.
A-54. Attack reconnaissance assets can fight for information. They can work through and
counter enemy deception efforts, provide an expedient and reliable means of assessing
terrain that the enemy is trying to configure to his advantage. They can further develop the
situation, and can effectively disseminate real-time information to commanders. The organic
weapon systems of attack reconnaissance aircraft enhance the synergy achieved through
employment of external fires and effects that gives commanders at all levels a robust
counter-reconnaissance capability.

SECURITY
A-55. The aviation brigade or ARB TF supporting the BCT can conduct security operations.
Each can accomplish screen, guard, and cover security operations with augmentation for the
latter two operations. Security operations are particularly valuable during early entry
operations when the COP is degraded and when the dynamics of the battlefield change
faster than expected. The combination of attack reconnaissance aircraft and UAVs enable
commanders at all levels to quickly move or deploy interactive and interpretive intelligence
collectors over great distances to provide early warning and gain and disseminate a timely
picture of the battlefield. These aircraft can quickly transition from a
reconnaissance/counter-reconnaissance or security mission to an economy of force or attack
mission to provide reaction time, maneuver space, and protection for air-ground operations.

AIR ASSAULT AND AIR MOVEMENT

A-56. Aviation brigade utility and heavy helicopter assets provide the maneuver commander
the ability to sustain continuous offensive or defensive operations, and to conduct brigade
level air assaults. Air assault operations extend the tactical reach of the maneuver
commander, negate effects of terrain, seize key nodes, attain the advantage of surprise, and

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 Aviation Support of Ground Operations

dislocate or isolate the enemy. The aviation brigade at the UEx level has the organic
capability to air assault the dismounted elements of a combined arms battalion and its
required support equipment in a single lift and to provide air assault security. Forward
arming and refueling points (FARP) emplaced by lift aircraft and ground assets enable
aviation to support and sustain operations throughout the area of operations. Additionally,
heavy lift helicopters are capable of transporting internal and external cargo in a variety of
configurations to meet the combat support (CS) and combat service support (CSS)
requirements of both the BCT and echelons above.
A-57. (Air assault/movement for the heavy maneuver battalion is discussed at Appendix J of
this FMI)

AIR TRAFFIC SERVICES

A-58. Air traffic services (ATS) assets provide A2C2 and ATS support to enable commanders
to orchestrate the air and ground maneuver, lethal and non-lethal fires, and air defenses to
conduct decisive operation. ATS support is provided through automated airspace planning
and enroute services, terminal control tower, precision recovery, and airfield operations
services throughout the BCT and UEx area of operations. These assets provide ATS and
A2C2 support through the Tactical Airspace Integration System (TAIS) throughout the corps
area of operations. TAIS is the A2C2 node of the Army Battle Command System (ABCS).
A2C2 cells organic to the battle staff at brigade and above will assist in deconflicting,
synchronizing and integrating all airspace requirements throughout the joint battlespace,
including UAVs. A2C2 cells will develop and maintain a real-time single integrated air
picture (SIAP) through multi-path communications with all members of the air-ground team,
allowing unhindered simultaneous access to the airspace across the full spectrum of
operations.

COMMAND AND CONTROL

A-59. The Army airborne command and control system (A2C2S), a UH-60-based package,
represents a significant enhancement to the commander’s ability to C2 forces. The A2C2S
has five operational roles.
Battle command on the move platform.
Ground tactical command post (CP).
Jump TOC.
Early entry CP.
First responder during national disasters.
A-60. On-board communications linkages allow the commander to be continuously in contact
with committed forces, un-tethered to a static operations center, maintain SU, issue and
receive fragmentary orders (FRAGO) with graphics, synchronize fires and maneuver, and
extend his coverage throughout the entire battlespace. A2C2S systems are normally found in
the general support aviation company GSAC of the aviation brigade.

MEDICAL EVACUATION/CASUALTY EVACUATION

A-61. Evacuation of casualties is the responsibility of the combat health support (CHS)
system. Air evacuation is the preferred method of evacuation of seriously wounded and ill
soldiers. The UEx aviation brigade has an organic aeromedical evacuation company. Air
ambulance assets of the aeromedical evacuation company can collocate with CHS
organizations, the aviation TF, or higher to provide air ambulance support throughout the
corps AO. Medical evacuation (MEDEVAC) aircraft are equipped with medical personnel and
equipment that enables enroute care of casualties. Utility and heavy helicopter units conduct

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FMI 3-90.61

casualty evacuation (CASEVAC) operations when medical aircraft are inadequate or not
readily available.

PERSONNEL RECOVERY (PR)

A-62. Joint doctrine defines PR to include combat search and rescue (CSAR); search and
rescue (SAR); survival evasion, resistance, and escape (SERE); and coordination of forcible
recovery operations. All component commanders are responsible for establishing and
coordinating personnel recovery operations. For the BCT, the UEx has additional
communications linkages and detection capabilities, which may enable the rescue operation
to be performed more safely and efficiently, within the constraints of mission, enemy, terrain
and weather, troops and support available, time available, and civil considerations (METT-
TC). The UEx will then augment subordinate elements with the required assets in order to
accomplish the mission. UEx PR operations will be conducted primarily in support of their
own operations (downed Army aircrew recovery) and provide mutual PR support at both the
intra-and inter service levels as required. Additionally, PR contingencies will be incorporated
into all mission plans, special instructions (SPINS) will be issued for each plan and the
brigade will be prepared to generate PR support requests.

DOWNED AIRCRAFT RECOVERY

A-63. The BAE coordinates downed aircraft recovery team (DART) operations when
adequate resources are available. The aviation brigade coordinates DART operations when
in the vicinity.

REAR AREA OPERATIONS

A-64. Maneuver sustainment and support operations are normally conducted in the rear
area. There may or may not be ground maneuver forces in the rear area. Aviation units
provide a flexible mix of capabilities to effectively handle the full range of threats to the rear
area. Reconnaissance, attack, and lift capabilities provide agile, responsive support of rear
area operations, and may be performed by aviation units above the BCT level.

AERIAL MINE DELIVERY

A-65. Mine delivery operations are generally controlled at the UEx level. Aerial mine
delivery is an assault helicopter mission that may be conducted by assault helicopter
battalion (AHB) assets at either level. The aviation brigade has the capability, with proper
coordination, to support a UEx mission or to support a corps mission anywhere in the area of
operations.

SUMMARY OF AVIATION BRIGADE MISSIONS BY TYPE

Combat Missions
A-66. Aviation combat missions include:
Reconnaissance.
Security.
Air assault.
Close combat attack.
Mobile strike.

Combat Support Missions

A-67. Aviation combat support (CS) missions include—

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 Aviation Support of Ground Operations

Command, control, communications, and intelligence (C3I).

Air movement.
Personnel Recovery operations.
Aerial mine delivery operations (Volcano).
MEDEVAC operations.

Combat Service Support Missions

A-68. Aviation combat service support (CSS) missions include:
Air traffic Services (ATS).
Aerial sustainment.
Downed aircraft recovery.
Casualty evacuation (CASEVAC) operations.
Rear area operations.

TIME REQUIRED TO PLAN

A-69. Planning time is critical for every type of military mission. While aviation units can
move rapidly, planning time is essential for coordination, clearing routes, mission briefings
to soldiers and leaders, and unit SOP compliance. WARNOs maximize time available by
allowing subordinate units to prepare for pending action. Planning and operations are
greatly simplified by SOPs that are understood, followed, and internalized through training.

SECTION IV - CLOSE COMBAT

A-70. Close combat is inherent in maneuver and has one purpose—to decide the outcome of
battles and engagements. It is carried out with direct-fire weapons and supported by indirect
fire, CAS, and nonlethal engagement means. Close combat defeats or destroys enemy forces
or seizes and retains ground. The range between combatants may vary from several
thousand meters to hand-to-hand combat. During close combat, attack reconnaissance
aircraft may engage targets that are near friendly forces, thereby requiring detailed
integration of fire and maneuver of ground and aviation forces. To achieve the desired effects
and reduce the risk of fratricide, air-ground integration must take place down to company,
platoon, and team levels. Close-combat engagements also require a higher training standard
for aerial weapons delivery accuracy.

CLOSE COMBAT ATTACK

A-71. For aviation units, close combat attack (CCA) is defined as a hasty or deliberate attack
in support of units engaged in close combat. During CCA, armed helicopters engage enemy
units with direct fires that impact near friendly forces. Targets may range from a few
hundred meters to a few thousand meters. CCA is coordinated and directed by a team,
platoon, or company-level ground unit using standardized CCA procedures in unit SOPs.
A-72. Effective planning, coordination, and training between ground units and armed
aircraft maximize the capabilities of the combined arms team, while minimizing the risk of
fratricide. The key to success for enhancing air-ground coordination and the subsequent
execution of the tasks involved begins with standardizing techniques and procedures. The
end state is a detailed SOP between air and ground maneuver units that addresses the CCA
situation. This procedure is best suited for units that maintain a habitual combined arms
relationship during training and war.
A-73. To prepare for close combat, basic tasks—such as how to find a ground unit’s position
at night—must be solved during home-station training. Operations in unfamiliar terrain

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FMI 3-90.61

must not be hampered by the question of how to find the unit. It is found by one of the
various methods already practiced in training.

DIRECT FIRES CALLED BY THE GROUND COMMANDER IN CLOSE

COMBAT
A-74. The air mission commander (AMC) and ground unit key leaders must consider the
risk to friendly forces before weapon selection and engagement. If friendly forces may be in
the lethality zone, the ground leader must be precise in describing the target that he wants
aircraft to engage and should warn aircrews of the proximity of those forces. The aviation
leader must be aware of his aircrews’ skills in delivering fires near friendly forces.

CLOSE COMBAT ATTACK BRIEFING

A-75. The CCA briefing (Figure A-7) follows the joint standard nine-line format with minor
modifications for Army helicopters. The briefing provides clear and concise information in a
logical sequence that enables aircrews to employ their weapons systems. It also provides
appropriate control to reduce the risk of fratricide. Figure A-7 depicts an example of a
briefing.

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 Aviation Support of Ground Operations

CLOSE COMBAT ATTACK BRIEFING

(Omit data not required. Do not transmit line numbers. Units of measure are standard
unless otherwise specified. *Denotes minimum essential in limited communications
environment. BOLD denotes readback items when requested.)

Terminal controller: This is

(Aircraft call sign) (Terminal controller)

*1. IP/BP/ABF or friendly location:

(Grid, known point or terrain feature)
*2. Heading to target: (magnetic)
(Specify from IP/BP/ABF or friendly location)
*3. Distance to target: (meters)
(Specify from IP/BP/ABF or friendly location)
4. Target elevation: (feet mean sea level)

*5. Target description:

*6. Target location:

(Grid, known point or terrain feature)

7. Type of target mark: Code: (day/night)

(WP, laser, IR, beacon) (Actual code)

Laser to Target Line: degrees

*8. Location of friendlies:

(Omit if previously given--grid, known point, or terrain feature)

Position Marked By:

9. Egress direction:
(Cardinal direction not over threats)

Remarks (as appropriate):

(Threats, restrictions, danger close, attack clearance, SEAD, abort codes, hazards)

Time on target (TOT):

or time to target (TTT): Standby plus hack.

Note: When identifying position coordinates for joint operations, include the map datum
data. DESERT STORM operations have shown that simple conversion to latitude/longitude
is not sufficient. The location may be referenced on several different databases;
for example, land-based versus sea-based data.

Figure A-7. Close Combat Attack Briefing

A-76. Danger close ranges for armed helicopter weapons are in Table A-1. FM 3-09.32 (FM
90-20) has additional information. Engagements at ranges danger close or short of danger
close require extreme close coordination and positive identification. Crews must take special
precautions when delivering direct fires on targets within these ranges but are not
prohibited from delivering at ranges short of danger close. Accurate delivery of munitions is
essential when engaging at danger close ranges and requires higher crew training
standards.

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FMI 3-90.61

Table A-1. Danger Close Ranges for Attack Helicopter Engagement

WEAPON DESCRIPTION DANGER CLOSE IN

METERS
Rocket with various warheads.
2.75" rockets 200
Area weapon.
Precision-guided.
Hellfire 75
Point weapon.
20 mm
Guns.
25 mm 150
Area weapons.
30 mm

A-77. Time is a primary constraining factor for coordinating direct fires in close combat.
METT-TC dictates how coordination between the commander in contact and the AMC is
accomplished. Face-to-face coordination is preferred but is rarely possible in CCA situations.
A-78. In the hasty CCA—to take advantage of targets of opportunity or assist ground units
under pressure—coordination is usually accomplished by radio.

TARGET ENGAGEMENT
A-79. A potential target may seem lucrative because of its apparent location and activity,
but visual acquisition and activity do not mean positive identification. If there is no
immediate threat from a specific target and it is not positively identified, aircrews do not
shoot until all possible measures to identify are taken. Before the armed helicopter team
engages, the target must be confirmed by the aircrew and friendly unit in contact.
A-80. During engagement, open communication and continuous coordination with friendly
ground elements are required to ensure the desired effect. Coordination of the direct and
indirect fires from all participants produces the most efficient results in the least amount of
time, with the least risk to all. This coordination includes CAS and any non-lethal methods
that may be employed.

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 Aviation Support of Ground Operations

Figure A-8. Example of a Close Combat Attack Brief

BATTLE DAMAGE ASSESSMENT/REATTACK

A-81. The AMC provides a BDA to the ground commander who determines if a reattack is
required to achieve his desired end state. Support continues until the desired effect is
achieved.

EMERGENCY COORDINATION MEASURES

A-82. Aviators may be required to assist ground personnel who are not fully familiar with
aviation assets. Key personnel who habitually handle coordination for aviation support may
become casualties or simply not be available. These situations require close attention,
careful communications, and initiative on the part of the aviator to place fire on targets or
deliver other support as necessary. An assault pilot may be required to coordinate for an
attack mission or call for indirect FS. An attack pilot may have to assist in extracting
personnel.
A-83. Pilots must ask appropriate questions of the requestor, with emphasis on positive
identification of location. Possibilities include the following questions:
Where is ground unit’s position? What are the GPS coordinates? Are those
coordinates verified with another GPS?
Can the ground unit mark its position with smoke, tracers, or other methods? (If
smoke is used, aircrew verifies color after deployment.)
What assistance does the ground unit need (FS, extraction, or resupply)?
Where is the target? What are the grid coordinates or the relationship of the target
to a readily identifiable natural or man-made feature?

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FMI 3-90.61

How far is the target from the ground unit and in what direction is it? If the
observer is not familiar with meters, aircrews ask the observer to try football or
soccer field lengths to estimate distances.
What is the target? Is the target personnel, vehicles, equipment, or buildings?
What is the size of the enemy force, and what is it doing?
A-84. Aviators may have to fly helicopters near friendly troops to deliver ordnance onto the
target. Factors that can reduce the potential for fratricide include the following:
Precision-guided munitions.
Fire support coordination measures.
Planned or hasty coordination and control measures.
Knowledge of the ground tactical plan.
Knowledge of the exact location of friendly troops.
Knowledge of the exact location of aircraft.
Positive identification of targets.
Familiarity between the supported unit and the aviation unit.

REVIEW OF MAJOR COORDINATION POINTS

A-85. In review, when an attack unit integrates into the ground scheme of maneuver,
mission success requires detailed coordination between the attack unit and the ground unit
already engaged in close combat.
The maneuver brigade provides the aviation brigade or task force with the
information available on locations, routes, and communications before the attack
team's departure from its assembly area.
The holding area is a concealed position where final coordination is made with the
unit in contact before the attack team launches its attack. The aerial holding area
is a point in space within the ground battalion's AO that is oriented towards the
enemy to allow the attack team to receive requests for CCA and expedite the
attack. The aerial holding area may be an alternate BP positioned outside the
enemy's direct and indirect fire weapons ranges.
The attack team coordinates directly with the lowest level unit in contact. The
preferred method of coordination is face-to-face; however, due to time constraints,
radio coordination on the ground company FM command net may be the only
method allowable.
The ground maneuver leaders and attack pilots must understand the ground effects
of the attack team's weapons systems.
Final coordination with the ground maneuver unit includes agreeing on a method
of identifying the friendly and enemy positions.
The means of identifying friendly positions should take advantage of the FLIR and
night-vision goggle (NVG) capabilities of the attack team.
The battle position or ABF position should be offset from the ground maneuver unit
to maximize the effects of its weapons and to minimize the risk of fratricide. The
ground commander should inform DS artillery and organic mortars of these
positions in order to deconflict indirect fires into his sector or zone.
After completion of the CCA, the attack team leader provides a BDA report to the
ground maneuver commander.

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 Appendix B
Field Processing Detainees

PURPOSE
B-1. This appendix provides guidance on field processing detainees.

GENERAL
B-2. There will be times when US forces capture and detain detainees or other individuals
who may pose a threat to US personnel or security.
B-3. Detainee is a term used to refer to any person captured or otherwise detained by an
armed force. JP 1-02, AR 190-8, FM 3-19.40, and international law (including the Law of
War and the Geneva Conventions) address legal requirements, policy, procedures, planning
factors, and responsibilities for handling detainees. The Geneva Conventions Relative to the
Treatment of Prisoners of War and Relative to the Protection of Civilian Persons in Time of
War are the Geneva Conventions most applicable in detainee operations.
B-4. Detaining personnel carries with it the responsibility to guard, protect, and account for
them. All persons captured, detained, or otherwise held in US Armed Forces custody must
receive humane care and treatment. Further, to the extent permitted by the military
situation, all detainees must be afforded protection from the effects of the conflict. US forces
are obligated to protect detainees against all acts of violence, including murder, rape, forced
prostitution, assault, theft, insults, public curiosity, photographing, filming/videotaping for
other than administrative purposes, bodily injury, and reprisals of any kind. The inhumane
treatment of detainees is prohibited and is not justified by the stress of combat or by deep
provocation.
B-5. Any act or allegations of inhumane treatment by US or coalition/allied personnel or by
other persons must be promptly reported through the chain of command to Headquarters,
Department of the Army, as a serious incident report, thoroughly investigated, and where
appropriate, remedied by corrective action. Inhumane treatment is punishable under the
Uniform Code of Military Justice. Abuse detracts from mission accomplishment and
intelligence collection efforts.

PLANNING FOR DETAINEE OPERATIONS

B-6. Detainee operations are resource intensive and highly sensitive. Holding detainees
longer than a few hours requires detailed planning to address the extensive requirements of
the Geneva Conventions for proper administration, treatment, protection, security, and
transfer of custody of detainees.
B-7. UEy/UEx-level commanders may authorize holding detainees at the point of capture for
extended periods that exceed evacuation standards outlined in JP 3-63 and FM 3-19.40. In
cases where detainees are held at the point of capture for reasons other than exigent
circumstances, the custodial unit will provide the same standards of protection and care as a
designated internment facility per AR 190-8. Commanders responsible for handling
detainees should:

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Include military police in their task organization. (DoDD 2310.1 states that
detainees shall be turned over to military police as soon as possible.)
Ensure clear delineation of the interdependent and independent roles of those
Soldiers responsible for custody of the detainees and those responsible for any
interrogation mission.
Ensure resources allocated to provide the support required by regulation and law.
Routinely consult their supporting brigade operational law team (BOLT) during the
planning and execution of detainee operations.
Prepare for additional planning considerations, which may include site selection of
collection point/holding area, construction materials (engineer support), sanitation
requirements, medical support, transportation considerations, public affairs, and
legal support.

FIELD PROCESSING DETAINEES

B-8. Provided necessary resources are available, military police will normally operate a
detainee initial collection point (DICP) or a detainee holding area (DHA) from which to hold
detainees. Detainees are held at the DICP for no more than 24 hours and held at the DHA
for no more than 72 hours. Subsequently, detainees are transported to a strategic
internment facility (SIF) where they are given an internment serial number (ISN).
B-9. Processing begins when US forces take custody of an individual whose liberty has been
deprived for any reason (capture, internment, or temporary restriction). The term “point of
capture” refers to the location where US forces first take custody of an individual. Field
processing is accomplished at the point of capture and aids in security, control, initial
information collection, and providing for the welfare of detainees.
B-10. Capturing units field process detainees using the method outlined in Table B-1.

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Table B-1. Five Ss and T Method of Detainee Field Processing

Action Description
Search Search each captive for weapons, items of intelligence value, and items that would make escape
easier or compromise US security interests. Confiscate these items. Prepare a receipt when taking
property. Note: When possible, conduct same gender searches. When not possible, perform mixed
gender searches in a respectful manner. Leaders must carefully supervise Soldiers to prevent
allegations of sexual misconduct.
Captives may keep the following items found in a search:
• Protective clothing and equipment that cannot be used as a weapon (such as helmets,
protective masks and clothing) for use during evacuation from the combat zone.
• Retained property, such as ID cards or tags, personal property having no intelligence value
and no potential value to others (such as photos, mementos, etc.), clothing, mess
equipment (except knives and forks), badges of rank and nationality, decorations, religious
literature, and jewelry. (Personal items, such as diaries, letters, and family pictures may be
taken by MI teams for review, but are later returned to the proper owner.)
• Private rations of the detainee.
Confiscate currency only on the order of a commissioned officer (AR 190-8) and provide a receipt and
establish a chain of custody using DA Form 4137 (Evidence/Property Custody Document) or any other
field expedient substitute.
Silence Silence the detainees by directing them not to talk. Gags may be employed if necessary (ensure
detainee can breathe after application).
Segregate Segregate detainees based on perceived status and positions of authority. Segregate leaders from the
remainder of the population. Segregate hostile elements, such as religious, political, or ethnic groups
hostile to one another. For their protection, normally segregate minor and female detainees from adult
male detainees.
Safeguard Safeguard the detainees. Ensure detainees are provided adequate food, potable water, clothing,
shelter, and medical attention. Ensure detainees are not exposed to unnecessary danger and are
protected (afforded the same protective measures as the capturing force) while awaiting evacuation.
Do not use coercion to obtain information from the captives. Provide medical care to wounded and/or
sick detainees equal in quality to that provided to US forces. Report acts or allegations of abuse
through command channels, to the supporting judge advocate, and to the US Army Criminal
Investigation Command.
Speed to a Evacuate detainees from the battlefield as quickly as possible, ideally to a collection point where
Safe military police take custody of the detainees. Transfer custody of all captured documents and other
Area/Rear property to the US forces assuming responsibility for the detainees.
Tag Use DD Form 2745 (Enemy Prisoner of War (EPW) Capture Tag (Figure K-3))or a field expedient
alternative and include the following information:
• Date and time of the capture.
• Location of the capture (grid coordinates).
• Capturing unit.
• Circumstances of capture. Indicate specifically why the person has been detained. Use
additional documentation when necessary and feasible to elaborate on the details of
capture.
• Documentation should answer the five Ws—who, what, where, why, and witnesses.
• Use a form, such as a DA Form 2823 (Sworn Statement) or an appropriate field expedient,
to document this information.
• List all documents and items of significance found on the detainee.
Attach Part A, DD Form 2745, or an appropriate field expedient capture card to the detainee’s clothing
with wire, string, or another type of durable material. Instruct the captive not to remove or alter the tag.
Maintain a written record of the date, time, location, and personal data related to the detention. Attach
a separate identification tag to confiscated property that clearly links the property with the detainee
from whom it was seized.

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FMI 3-90.61

RESOURCES FOR FIELD PROCESSING OF DETAINEES

B-11. Documenting details surrounding the detention and preserving evidence aid in
determining if further detention is warranted, in classifying the detainee, in developing
intelligence, and in prosecuting detainees suspected of committing criminal acts. Record
these details on the DD Form 2745 (Figure B-3), DA Form 2823, DA Form 4137 (Figure B-1)
locally developed forms, or other appropriate field expedient substitutes. When the detaining
units suspects a detainee may be responsible for a war crime or some other inhumane act,
document the following information:
Full name, rank, and unit of the Soldier who captured the detainee.
Circumstances surrounding the detention.
Indicate and describe any apparent injuries (photograph if feasible). Explain how
injuries occurred.
Thorough description of victims and witnesses. Take statements from these
individuals to document their observations and knowledge of the incident.
Descriptive information for all vehicles or other equipment related to the detention.
Thorough description of any contraband. Ensure all seized items are recorded on a
DA Form 4137 or appropriate field expedient substitute and that a chain of custody
is maintained as property is transferred. Photograph contraband if it cannot
accompany the detainee; e.g. an improvised explosive device destroyed on site.
Full name, rank, unit or organization, phone number, and other contact
information for any interpreter or other person present during the detention.
Any information the detainee volunteers.

PERSONNEL
B-12. MP Soldiers shall be in the task organization for a mission likely to result in detaining
personnel.
B-13. Consider including interpreters or linguists to support the operation. These assets can
assist greatly in tactical questioning and screening of detainees.
B-14. Ensure Soldiers know to consult with their supporting BOLT for advice on compliance
with legal requirements. At all times, detainees will be treated in a humane manner,
regardless of the circumstances or environment.

SUPPLIES AND EQUIPMENT

B-15. The following items may be helpful in searching and securing detainees, safeguarding
their property, and ensuring the safety of Soldiers:
Plastic bags may be used to segregate, store, and protect a detainee’s property.
Permanent markers may be used to annotate identifying information on containers
of detainee property.
Flexi-cuffs (national stock number 8465-0007-2673) may be used to restrain
detainees (use restraints in a humane manner).
Flexi-cuff cutters should be used to cut flexi-cuffs. Do not use knives or other
cutting devices. Flexi-cuff cutters are designed to prevent injury.
Latex or rubber gloves should be provided to Soldiers for their protection.
Goggles with lenses blackened or cloth may be used to blindfold detainees for
security reasons.and not for punishment.
Still and video cameras may be used to document the scenes where individuals
were detained, detainee injuries, and evidence.

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 Field Processing Detainees

REFERENCES AND FORMS

B-16. A few references and forms will aid in maintaining required information about the
detainees, accountability of property, and proper treatment of detainees. The most important
of these items are DD Form 2745 (Figure B-3), DA Form 2823, DA Form 4137 (Figure B-1),
and AR 190-8. Chapter 7, Internment and Resettlement, of FM 3-19.40 also provides
information useful to any Soldiers capturing or handling detainees. Army forms can be
accessed at the Army Publishing Directorate website (http://www.apd.army.mil/). Because
access to such forms may not be feasible at the point of capture in an operational
environment, leaders must ensure they are familiar with the essential information that must
be documented and be prepared to use appropriate field expedient substitutes to record such
information.

15 March 2005 FMI 3-90.61 B-5

FMI 3-90.61

Figure B-1. DA Form 4137, Evidence/Property Custody Document (Front)

B-6 FMI 3-90.61 15 March 2005

 Field Processing Detainees

Figure B-2. DA Form 4137, Evidence/Property Custody Document (Back)

15 March 2005 FMI 3-90.61 B-7

FMI 3-90.61

Figure B-3. DD Form 2745, Enemy Prisoner of War (EPW) Capture Tag (Front)

B-8 FMI 3-90.61 15 March 2005

 Field Processing Detainees

Figure B-4. DD Form 2745, Enemy Prisoner of War (EPW) Capture Tag (Back)

15 March 2005 FMI 3-90.61 B-9

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 Appendix C
Media on the Battlefield

PRACTICAL CONSIDERATIONS
C-1. Commanders must plan on the media being present throughout their operational area
and embedded in unit operations. Modern news reporting provides instant coverage of
military operations and can turn minor tactical events into international events with
strategic implications. National and international media coverage will result in defense
policy decisions at the highest level, profoundly influence external public support, and
impact the behavior of all audiences – military and civilian—within the operation’s area of
interest. Effectively planned, resourced and executed, media activities can be a force
multiplier, leveraging global influence, and enhancing command credibility. Media
operations also can be a disaster if they are not planned, resourced or executed properly.
Engaging the media serves the best interests of the Army, your soldiers and their families as
you share the story of the mission you are executing. Media operations is a related activity to
information operations (IO) and therefore media coverage and IO plans must be mutually
coordinated and synchronized to ensure that they are complementary and do not result in IO
Fratricide—where one message kills another message.

FUNDAMENTALS OF DEALING WITH THE MEDIA

C-2. Supporting media operations fulfills the Army’s obligation to keep the American people
and the Army family informed. It helps establish confidence in America’s Army and its
readiness to conduct operations in peacetime and war. Newspapers, magazines, radio,
television and electronic media are independent conduits of information to the world. They
provide news, analysis, interpretation and commentary and serve as a forum for ideas,
opinions and public debate. What appears in the media shapes perceptions, attitudes and
opinions, and can have a direct impact on mission success.
C-3. The vast majority of both civilian and military media representatives are committed to
providing responsible, accurate, balanced coverage. Although there are exceptions, most
media representatives are focused on achieving a credible information presentation. To
accomplish this, media representatives investigate issues, ask tough, challenging questions,
and pursue verifiable answers. They seek information, interpretation and perspective on
operations. The level of knowledge of military operations will vary among the media and it
will take patience and maturity to share the confidence of your unit operations while
ensuring OPSEC and translating operational details into a form that is understandable by
the media and their audience. Army leaders at all levels need to educate media
representatives and support their efforts to provide an accurate, balanced and credible
presentation of timely information.
C-4. The challenge for commanders, and personnel supporting media at unit level, is to plan
and execute tactical operations, safeguard friendly forces while ensuring that the media
have the opportunity to get their message out. The need to plan for media coverage in
tactical operations derives from the fact that in most situations media representatives will
be present in an area of operations before the arrival of Army forces and will not leave until
the mission is complete. The media will know the area of operations, key personalities and
opinion leaders and because they are covering the story as it evolves, will have an

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FMI 3-90.61

understanding of, and opinion about, the military, political, and social situation. You can
work with the media or have them work against the command message and suffer the
consequences. Not engaging the media means that they will tell their story without your
input.
C-5. Media representatives will cover the deployment of Army forces, their arrival in the
area and their initial conduct, and remain as long as the story is of interest. Some home
station media will be interested in deploying with local units and being “embedded” with
them. Commanders should refer all media requests to the BCT and UEx Public Affairs
sections with the full understanding that accredited media will probably be escorted down to
Battalion level to get the Soldier’s story. The UEx commander will only allow embedded
media in units that he has confidence will take care of the media and stay on the command
message (Public Affairs Guidance (PAG)). Media may build long term relationships with
units and their leaders that endure past current circumstances. Joe Galloway’s (United
Press International) close ties to 1st Squadron 7th Cavalry from their action in the Ia Drang
Valley in Vietnam continues forty years after the battle.
C-6. There are three types of media that a battalion commander may engage in the
operational area.
Embedded—Media reside with a unit for an extended period (defined in Operation
Iraqi Freedom as 72 hours or more). Embedded media are governed by ground rules
that define working relationships.
Accredited/registered—Media have been vetted by the PA staff at brigade level or
above, and are normally issued written credentials reflecting coordination to cover
units within the command.
Unilateral—Media that do not seek military public affairs credentials or
registration. Absent credentials, unilaterals are only accorded the access granted to
local nationals.

PUBLIC AFFAIRS ELEMENTS

C-7. The austerely staffed PA sections organic to BCT and UEx headquarters will nearly
always be overwhelmed trying to meet media requirements. More than 65 percent of the
total public affairs force and 85 percent of the deployable PA TOE unit structure is
positioned in the U.S. Army Reserve and Army National Guard. These reservists must be
seamlessly integrated with the active component and focused on supporting the overall Army
goals and objectives. Media operations, therefore, rely on augmentation from units in the
field to accomplish the Army battlefield PA mission.
C-8. In headquarters without organic PA sections (Battalions and some Brigades), the
commander is responsible for PA and must plan as well as execute PA operations. The
appointment of the right officer or senior NCO to plan for and supervise the execution of the
battalion public affairs program is critical to the success of the Information Operations Plan.
The DoD Media Guidelines below lay out in general terms the command responsibilities for
media operations in the unit area. Regardless of the echelon, the PA section's primary
responsibility is to assist the commander in accomplishing his mission.

PUBLIC AFFAIRS GUIDANCE (PAG)

C-9. PAG is the operational tool that guides unit commanders regarding IO plans and policy
as well as the command message during major military operations, exercises, and
contingencies. Upon receipt of the warning order, the commander should request PAG from
higher headquarters. PAG may be included in alert notification or operational orders.
Commanders must insure that they understand PAG and adhere to the UExs Information
Plan.

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 Media on the Battlefield

C-10. The essential elements of PAG for operational commanders are:

References: List the essential documents, messages, or policies on which the PAG
is based.
Information: This paragraph should describe significant or anticipated problems
associated with the operation. The information in this paragraph is not for release
and will remain classified.
Public Affairs Approach: The PAG will recommend the PA approach–either
passive or active–the UEx commander will usually make the final decision on the
command PA approach.
Active Approach. This involves efforts made to stimulate public or press
interest, such as distributing press releases and advisories. This paragraph also
states who will make the initial announcement of the operation, the preferred
method, and the preferred time and date. The active approach is recommended
whenever media coverage of units is desired (e.g., major training exercises).
Passive Approach. No action is taken to generate media and/or public
interest in an issue or activity, except in response to specific inquiries. If a
passive approach is desired, the PAG will specify that the guidance is for
response to query (RTQ) only. The PAG also specifies who is authorized to
respond for the command. For example: "Only commanding general may RTQ."
To de-emphasize an event, it is best to authorize release or RTQ at the lowest
possible level.
Questions and Answers: This paragraph contains a list of probable Q&As that
enable the user to respond to the majority of anticipated questions. They should not
be given to media as handouts in their entirety and should be tailored to the
situation and unit activities (if they apply).
Contingency Statement: This paragraph contains a statement to be used before
the release of the final PAG. For example, as a matter of policy, we do not discuss
troop movements or operations until they have been formally announced.

DOD MEDIA GUIDELINES

C-11. The DoD Media Guidelines, issued as Change 3 to DoD Directive 5122.5, provide the
following guidelines for coverage of DoD combat operations:
Open and independent reporting will be the principal means of coverage of U.S.
military operations.
Pools are not to serve as the standard means of covering U.S. military operations.
But pools may sometimes provide the only feasible means of early access to a
military operation (based on the ability to move and safeguard the media). Pools
should be as large as possible and disbanded at the earliest opportunity—within 24
to 36 hours when possible. The arrival of early access pools will not cancel the
principle of independent coverage for journalists already in the area.
Even under conditions of open coverage, pools may be appropriate for specific
events, such as those at extremely remote locations or where space is limited.
Journalists in a combat zone will be credentialed by the U.S. military and will be
required to abide by a clear set of military security ground rules that protect U.S.
forces and their operations. Violation of the ground rules can result in suspension
of credentials and expulsion from the combat zone of the journalists involved. News
organizations will make their best efforts to assign experienced journalists to
combat operations and then make them familiar with U.S. military operations.
Journalists will be provided access to all major military units. Special operations
restriction may limit access in some cases.

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FMI 3-90.61

Military public affairs officers should act as liaisons but should not interfere with
the reporting process.
Under conditions of open coverage, field commanders will permit journalists to ride
on military vehicles and aircraft whenever feasible. The military will be
responsible for the transportation of pools.
Consistent with its capabilities, the military will supply PAOs with facilities to
enable timely, secure compatible transmission of pool material and will make these
facilities available whenever possible for filing independent coverage. In cases
when government facilities are unavailable, journalists will, as always, file by any
other means available. The military will not ban communications systems operated
by news media organizations, but electromagnetic operational security in
battlefield situations may require limited restrictions on the use of such systems.

OPERATIONAL GUIDELINES
C-12. Before accepting media into the operational area, the commander must insure that:
Media are not exposed to classified information. If media will accompany units on
combat operations there must be agreement on the restriction of the release of
operational information. Commanders must consider the FFIR as a baseline of
what is not releasable.
Know the definitions:
On the record–reporter uses everything you say and attributes it to you by name
and title.
Off the record–reporter should not use any thing you say. Go off the record only if
the information is vital to the reporters understanding of the situation. However,
some media consider nothing to be off the record.
Background—the reporter will use the information but will not attribute it to you.
The term An Army spokesman may be used based upon agreement between you and
the reporter.
Media must agree not to release casualty information and comply with the
directives and timelines associated with the release of casualty information (24
hours following the confirmed notification of Next of Kin).
Media are safeguarded and not allowed to constitute an operational risk to friendly
forces.
Media understand that violation of the operational guidelines may result in the loss
of accreditation and military support (only General Courts-Martial Authority can
withdraw accreditation).
Media are debriefed with the reminder of the operational sensitivity of the
information that they have been exposed and based on their association with the
unit.
Media Do’s:
Take every opportunity to tell your unit’s story.
Set the ground rules for the interview and terminate the interview if you feel
that the ground rules have been violated.
Be ready to answer the questions (who; what; when; where; and why).
Discuss only matters of which you have personal knowledge. You may talk
about individual responsibility, expertise, and personal experiences. You may
also discuss unclassified information about general missions, training, weapons
and equipment and transportation. You may use your name and hometown in
interviews, but you also have the option to use only your first or last name or
refuse to be identified at all.

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 Media on the Battlefield

Approximate numbers of vehicles, aircraft, equipment, and personnel involved

in operations. Specific numbers are not authorized for release at unit level.
If you can not answer a question explain why, (I don’t know….I won’t speculate
…. I can’t answer that because of security concerns).
Remember that everything you say is on the record. Once the words leave your
mouth there is no way to get them back in your control.
Verify the media’ identity and credentials before talking to them.
Be cautious about what you say to ensure that your words can not be twisted
into a sound bite or taken out of context.
Be ready to report to your higher headquarters the questions asked and the
answers provided.
Immediately report to higher headquarters any unregistered media you
encounter.
Stay in your lane. Which really means only discuss what you have direct
personal knowledge of, don’t speculate, and make sure that you stay on
message as stated in the PAG.
Media Don’ts:
Do not lie or attempt to use the media as part of a deception plan.
Do not discuss political or foreign policy matters.
Do not discuss the rules of engagement (ROE) or rules on use of deadly force.
Do not discuss operational capabilities; exact numbers; troop strength; size;
location and unit disposition; or future operations.
Do not speculate, repeat rumors, or answer hypothetical questions.
Do not confiscate camera or sound equipment, film or recording medium,
notebook or videotapes from the media. If you believe that media has captured
a sensitive event, immediately report that belief to your commander.
Do not allow the media to be armed. It is a violation of The Hague and Geneva
Conventions and media lose their status as non-combatants if armed.
Protective body armor is encouraged so that they gain appreciation for what
Soldiers are equipped with.
Do not allow the media to photograph or interview detainees or prisoners.
Do not allow the media to photograph special operations or intelligence
personnel or equipment due to OPSEC.
Do not allow media to report on ongoing rescue or recovery operations for
missing personnel.
Do not allow the media to violate operational noise or light discipline (including
smoking).

EMBEDDED MEDIA
C-13. Embedding media at battalion level is now routine, so coverage of your operations can
be a force multiplier as you gain positive coverage for your community, strengthen local
media relations and improve morale for your soldiers and their families. Before accepting
embedded media, commanders need to know the rules to stay out of trouble.

EMBEDDING RULES
C-14. Transportation. Congress gave DOD very stringent guidance on using government
aircraft to fly media anywhere. Here are some of the important points from AR 360-1, Army
Public Affairs Program. Take a moment to review them before making any commitments to
local media:

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FMI 3-90.61

Military transportation will not compete with commercial carriers when the public
affairs objectives of the proposed travel can be accomplished through the use of
commercial carriers.
Travel or transportation may be authorized in connection with an assignment to
cover an Army program or operation when travel is an integral part of the story
and is provided on a space-available basis.
Non-local travel by all news media representatives must be approved by OASD-PA.
All local travel or transportation requests for national media must be brought to
the attention of HQDA OCPA.
Travel or transportation for public affairs purposes must be primarily in the
interest of DA or the DoD.
No commitment of military transportation for public affairs purposes will be made
until the request has been coordinated and approved.
Invitational Travel Orders covering transportation will be issued by the command
with primary interest.
C-15. If you prepare each news media travel request, (local or non-local) in accordance with
AR 360-1, it will stand up to both congressional and public scrutiny.
C-16. Support. Keep these points in mind as you develop your planning and coordination
checklist:
The deploying unit must agree to sponsor the media when they deploy and while
they are in country.
The deploying unit must agree to provide aircraft seats on the unit's flight to the
area of operations in coordination with the supporting USAF command.
The deploying unit agrees to provide media escorts (to go with them and stay with
them). Accredited media will be accorded all courtesies and privileges as equivalent
grade of O-4 for messing and billeting. However media will carry their own bags
and provide all of their professional materials and supplies.
The UEx and UEy headquarters must agree to support the media and coordinate
approval from the joint task force public affairs.
Before any warning or execute orders are ever issued, survey your media and find
out who may be interested in going with your unit should they be deployed. Let
them know in advance what will be required.
Up-to-date visa and passport.
Immunizations and statement of medial health.
Basic military training (first aid and actions under direct/indirect fire).
Personal and professional equipment.
Approximate costs, to include a return commercial flight if military flights are
not available.
Signing Hold Harmless and Not to Sue Agreements as well as agreement to
reimburse for any lost or damaged government issued equipment (helmet, body
armor, protective mask, etc).
Signing release from responsibility agreement with each service that provides
transportation (Army helicopters, Air Force, Marine Corps and Navy
transports).
Once theater requirements have been confirmed, the UEx should prepare
Invitational Travel Orders (ITO) for media who will likely be embedded.
Have a plan that will ensure coverage of your unit from your embedded media and
work with your higher headquarters to market products coming out of theater
insuring that the media messages support the UEx Information Plan.

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 Media on the Battlefield

All unit members must be familiar with PAG, embedding ground rules, the role of
embedded media, and what actions to take if classified or sensitive information is
disclosed.
C-17. The sample request below for embedded media lays out much of the coordination and
support agreements required to gain approval from Department of the Army.

SAMPLE REQUEST

FROM CRD THIRD INF DIV FT STEWART GA//PAO//

HQ DA WASHINGTON DC//SAPA-POPD//
INFO JCS/SECDEF WASHINGTON DC//OASD/PA/DPL//
USCINCCENT MACDILL AFB FL//PAO//
COMUSARCENT-CDRUSATHIRD FT MCPHERSON GA//PA//
USCINCTRANSCOM SCOTT AFB IL//TCPA//
USACOM NORFOLK VA//JO1PA//
UNCLAS

SUBJ: REQUEST FOR APPROVAL OF NON-LOCAL MEDIA TRAVEL TO SWA AND TRAVEL
CLEARANCES RMKS/1. THIS HQ PROPOSES TO EMBED MEDIA WITH A DEPLOYMENT
OF THE 3D ID SCHEDULED TO DEPLOY TO THE SWA THEATER OF OPERATIONS ON
APPROXIMATELY XX MAR ON AN AIR FORCE CRAFT. REQUEST APPROVAL AND
THEATER AND COUNTRY CLEARANCES FOR THE NON LOCAL TRAVEL OF THE
FOLLOWING NEWS MEDIA FROM FORT STEWART TO SWA AND POTENTIAL RETURN.
REQUEST THEATER CLEARANCE FOR NEWS MEDIA REPRESENTATIVES (NMRS) AND
MEDIA TRAVEL IN AND OUT OF THE OPERATION SOUTHERN WATCH AREA OF
OPERATION.
PERTINENT INFORMATION IS IN NAME/ORGAN/SSAN/PASSPORT NUMBER FORMAT.

Jim Doe COLUMBUS (GA) LEDGER-ENQUIRER/SSN 000-00-000 US PASSPORT 111-11-98

Susan Doe/SAVANNAH (GA) SAVANNAH TIMES/SSN OO1-01-001
US PASSPORT 111-12-98
Steve Smith/CPT/HQ, 2D BDE, 3 ID/ESCORT OFFICER
SSN 234-23-2345

2. MEDIA HAVE AGREED TO REMAIN WITH THE UNIT FOR APPROXIMATELY TEN
DAYS AND WILL PROVIDE CRITICALLY NEEDED HOMETOWN, FORT STEWART AND
ARMYWIDE COVERAGE OF 3D ID TO FAMILIES, THE FORT STEWART CIVILIAN WORK
FORCE AND THE AMERICAN PUBLIC. REPORTERS HAVE AGREED TO COVER
PORTIONS OF AIR FORCE SUPPORT TO 3D ID UNITS WHILE IN TRANSIT. REPORTERS
WILL TRAVEL ON A USAF C5 FROM HUNTER ARMY AIRFIELD TO SWA. REPORTERS
WILL STAY WITH THE 3D ID IN BASE CAMP. 3D ID PAO HAS AGREED TO SUPPORT
MEDIA TRANSPORT IN AND OUT OF THE BASE CAMP TO COVER FIELD TRAINING AND
UNIT OPERATIONS IN THEATER.

3. UNIT COMMANDER AND THE ASSIGNED ESCORT OFFICER HAS ENSURED

REPORTERS WILL COMPLETE THEATER SPECIFIC IRT PRIOR TO DEPARTURE.
REPORTERS HAVE PASSPORTS, VISAS, ACCREDITATION, IMMUNIZATIONS AND
APPROPRIATE CLOTHING AND EQUIPMENT. FORT STEWART PAO WILL PREPARE
INVITATIONAL TRAVEL ORDERS UPON RECEIPT OF TRAVEL APPROVAL. MAJ XXXX,
3D ID PAO, WILL ESCORT MEDIA IN TRANSIT. REPORTERS WILL ACCOMPANY AN MP
COMPANY IN TRANSIT.

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FMI 3-90.61

4. REPORTERS HAVE BEEN BRIEFED THAT DEPLOYMENT DATE MAY FLUCTUATE

AND RETURN FLIGHTS ON MILITARY AIRCRAFT MAY NOT BE FEASIBLE. REPORTERS
HAVE AGREED TO PAY IN FULL FOR TRANSPORTATION BACK TO THE UNITED
STATES.

5. WHEN MEDIA FLIGHT IS APPROVED AND TRAVEL CLEARANCES GRANTED,

REQUEST THAT AMC PA GRANT MMO/MEGP STATUS, INCLUDING AUTHORIZATION
FOR REPORTERS TO GATHER MATERIAL, FILM, VIDEO AND/OR STILL PHOTO
COVERAGE ON AMC MISSIONS IN SUPPORT OF OPERATION XXXXXX. REPORTERS
WILL OBSERVE ALL USAF SAFETY REGULATIONS PER DOD INST. 4515.3r. TRAVEL IS
ON A NON-REIMBURSABLE, NON-INTERFERENCE WITH MISSION BASIS. MEDIA WILL
NOT BE GIVEN ACCESS TO CLASSIFIED INFORMATION OR MATERIALS.

6. FOCUS OF MISSION REMAINS REGIONAL/HOMETOWN NEWS COVERAGE OF 3D ID

SOLDIERS PARTICIPATING IN OPERATION XXXXXX WHILE PROVIDING REPORTERS
WITH A COMPLETE ORIENTATION ON THE COMPLEXITIES OF MILITARY
DEPLOYMENTS, INCLUDING THE TRANSCOM/AMC MISSION. TRAVEL BY MILITARY
AIRCRAFT IS AN INTEGRAL PART OF THE STORY AND REPORTERS INTEND TO
INTERVIEW CREWMEMBERS, PILOTS, FLIGHT ENGINEERS, AND LOADMASTERS
DURING FLIGHTS, AND ALCC GROUND STAFF AT ENROUTE STATIONS. ESCORT
OFFICER WILL BRIEF AIRCREW MEMBERS THAT REPORTERS ARE PRESENT AND
THAT CONVERSATIONS OR ACTIONS OF THE CREW MAY RESULT IN ARTICLES,
PHOTOS OR VIDEO PRESENTATIONS.

7. ACCREDITIED MEDIA WILL IS ACCORDED ALL COURTESIES AND PRIVILEGES AS

EQUIVALENT GRADE OF O-4 FOR MESSING AND BILLETING.

8. POC AT THIS HQ IS MR XXXXXX, COMM (404) 464-5686 OR DSN 367-5686.

C-8 FMI 3-90.61 15 March 2005

 Appendix D
Environmental Considerations

This appendix provides guidance on how to attain balance between

mission accomplishment and protection of the natural and physical
environment. AR 200-1 and AR 200-2 provide information on Army
environmental programs. FM 4-04.4 lists items of interest in the
preparation for daily operations, training, and combat operations while
respecting the natural and physical environment.

SECTION I - ENVIRONMENTAL RESPONSIBILITIES

COMMANDER
D-1. Commanders must instill an environmental ethic in their subordinate leaders, staffs,
and Soldiers. They train and counsel subordinate leaders to monitor potential environmental
hazards to the environment and enforce compliance with laws and regulations.
D-2. Logistics commanders have unique environmental concerns and responsibilities. They
supervise maintenance activities and nuclear, biological, and chemical (CBRN) and Class III
and V operations. Table D-1 shows points of contact available to assist commanders in
environmental matters.

Table D-1. Environmental Assistance

TOPIC POINT OF CONTACT

Air Pollution
Audits/environmental compliance
assessment system (ECAS)
Archaeological & Historic Sites
Clean and Safe Water
Command Environmental Issues
Environmental Training
Hazardous Communications
(HAZCOM) (Gas) Training
Hazardous Materials (HM)
HW
Laws and Regulations
Noise Pollution
Range Clearances/Restrictions
Recycling Program
Standard Operating Procedures
Spill Reporting
Threatened/Endangered Species
Environmental Management Office
Environmental Management Office
Environmental Management Office and Range Control (DPTM)
Environmental Management Office
Chain-of-Command/ Environmental Quality
Control Committee/Environmental Compliance Review Board
G3/S-3, Environmental Management Office
G3/S-3, Safety Office, Fire Department
G4/S-4, Directorate of Logistics, Safety Office, Fire Department
G4/S-4, Environmental Management Office, Defense Reutilization and
Marketing Office
G1/S-1, Environmental Management Office, JAG/Legal Office
Environmental Management Office, Range Control (DPTM)
Range Control (DPTM) and Safety Office
G4/S-4, Environmental Management Office (EMO)
G3/S-3 and G4/S-4, EMO
G3/S-3 and G4/S-4, EMO, Fire Department
EMO (Fish and Wildlife)

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FMI 3-90.61

Table D-1. Environmental Assistance

TOPIC POINT OF CONTACT

Water Pollution EMO, G3/S-3, and G4/S-4
Wetland Protection EMO, Range Control (DPTM)
Wildlife Management EMO (Fish and Wildlife), Range Control, Provost Marshal Office

STAFF
D-3. Primary staff officers and NCOs integrate environmental considerations into the
military decision-making process (MDMP) in operations and training. At battalion and above
level, the commander appoints an assistant staff officer to serve as the environmental
compliance officer (ECO) for the unit. Nevertheless, all staff officers must integrate
environmental considerations into their activities. The support operations officer, S3, S4 and
special projects officer have the major responsibilities.

BRIGADE/BATTALION SURGEON
D-4. The surgeon monitors potential environmental hazards that could affect the health of
Soldiers in the command. When deployed, monitoring could include regional health matters
such as water quality, air pollution, and environmental, endemic, and epidemic diseases. He
monitors environmental considerations—such as smoke, chemical, and biological weapons—
that the enemy could impose on the friendly force. He monitors field sanitation to ensure
elimination of unnecessary environmental disruption and danger to Soldiers from
unsanitary conditions.

CBRN OFFICER/NONCOMMISSIONED OFFICER

D-5. The chemical officer/NCO recommends the use of and requirements for chemical
protection assets, CBRN decontamination and CBRN defense, and smoke operations. With
the surgeon, the chemical officer advises the commander on possible CBRN hazards such as
low-level radiation and toxic industrial material.

MAINTENANCE OFFICER/NONCOMMISSIONED OFFICER

D-6. The SPO’s maintenance officers/NCOs plan and supervise maintenance and repair
activities within the battalion. These activities routinely use hazardous material (HM) and
generate hazardous waste (HW). The maintenance officer/NCO ensures safe use, storage,
and disposal of these materials. Activities may involve operating temporary storage areas for
used oils, contaminated fuels, paint residues, spill cleanup residues, and solvents. Because
maintenance personnel work with hazardous chemicals, the maintenance officer/NCO must
ensure that all personnel comply with safety requirements.

MAINTENANCE OFFICER/NONCOMMISSIONED OFFICER

D-7. Maintenance officers/NCOs plan and supervise repair activities within the battalion and
as appropriate throughout the brigade. These leaders must enforce proper use of HM and
disposal of HW, while ensuring safe temporary storage of the same. Proper disposal and
recycling of oil, coupled with the use of drip pans, ensure compliance with applicable
regulations.

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 Environmental Considerations

CLASS III/V PLATOON LEADER/SERGEANT

D-8. Class III and V activities can generate substantial HW unless the III/V platoon
leader/NCO enforces the use of tarps under fuel drums, drip pans near nozzles, and sand
bags under hose joints. The refueling activity itself has many potential environmental,
safety, and health hazards requiring grounding, proper protective clothing, gloves, eyewear,
and helmets. Proper fuel-truck operations and manned emergency shut-off valves help
prevent major fuel spills. Waste fuel and other petroleum, oil, and lubricants (POL) must be
stored and disposed of properly. Fuel testing occurs periodically to ensure that fuel has not
been contaminated with water; daily with aviation fuel. Leaders ensure that safeguards
exist to prevent fuel spills during fuel recirculation to filter out water/impurities.

ENVIRONMENTAL COMPLIANCE OFFICER

D-9. Each unit, down to company level, appoints an emergency control officer (ECO). AR 200-
1 directs all unit commanders to “appoint and train ECOs at appropriate levels to ensure
compliance actions take place.” In company-sized units, this generally translates into an
extra duty. The appointed person advises the commander on environmental compliance
matters and coordinates with the battalion ECO to clarify requirements or obtain assistance.
The battalion ECO, in turn, coordinates with the supporting installation environmental
staff.
D-10. The ECO accomplishes environmental compliance requirements on behalf of the
commander. The ECO does the following:
Advises the unit on environmental compliance during training, operations, and
logistics functions.
Serves as the commander’s environmental eyes and ears.
Coordinates between the environmental staffs of the unit and higher/installation
headquarters.
Manages information concerning the unit’s environmental training and
certification requirements.
Performs unit environmental self-assessment inspections.
Performs environmental risk assessments.
Conduct hazard communication training including chemical hazards, chemical
handling, storage and proper protective clothing.

SUBORDINATE LEADERS
D-11. The role of leaders in environmental stewardship centers on building an
environmental ethic in their Soldiers by training, operating, and maintaining/sustaining in
an environmentally responsible manner. Leaders counsel subordinates, lead by example, and
enforce compliance by holding Soldiers accountable. Leaders do the following:
Communicate the Army environmental-friendly ethic while training Soldiers to
operate properly.
Develop and sustain a positive and proactive commitment to environmental
protection.
Identify environmental risks associated with individual, collective, and mission
essential task list (METL) performance.
Plan and conduct actions and training that sustain and protect the environment
and integrate environmental considerations into daily unit activities.
Analyze the influence of environmental factors on mission accomplishment.
Train peers and subordinates to identify the effects of plans, actions, and missions
on the environment.

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FMI 3-90.61

Counsel Soldiers on the importance of protecting the environment and possible

consequences of noncompliance with environmental laws and regulations.
Ensure that Soldiers are familiar with the unit’s standard operating procedure
(SOP), and supervise their compliance with laws and regulations.
Incorporate environmental considerations into after-action reviews (AARs).
Understand the linkage between environmental considerations and their associated
effect on safety, force protection, and force health protection.
Ensure subordinate soldiers are trained in hazard identification and protective
measures. Ensure subordinates are provided and wear protective equipment.

SOLDIERS
D-12. Soldiers have the inherent professional and personal responsibility to understand and
support the Army’s environmental program. They must do the following:
Comply with environmental requirements in unit and installation SOPs.
Maintain environmental understanding throughout daily activities.
Provide recommendations to the chain of command on techniques that ensure
compliance with environmental regulatory requirements.
Identify the environmental risks associated with individual and team tasks.
Support recycling programs.
Report HM and HW spills immediately.
Make sound environmental decisions based on guidance from the chain of
command, training, and personal concepts of right and wrong.
Wear adequate protective equipment.

SECTION II - PLANNING: INTEGRATING ENVIRONMENTAL

CONSIDERATIONS
D-13. Commanders and staffs integrate environmental considerations into the MDMP and
training plan process.

MILITARY DECISION-MAKING PROCESS (MDMP)

D-14. The commander and staff should include environmental considerations in the MDMP.
The commander and staff refer to the environmental appendix of the higher HQ order and
gather maps, SOPs, FMs, host-nation agreements, and existing staff estimates, lessons
learned, and AARs to assess potential environmental impact. Staff planners make a generic
list of environmental factors that pertain to their staff area and integrate these
considerations into the seven-step process during:
Receipt of Mission: Gather resources to help restate the mission and include
environmental information resources.
Mission Analysis: During the mission-analysis process, the staff considers
environmental impact as a factor.
Course-of-Action Development: In stability operations and support operations,
environmental factors have more effect than in combat; weigh environmental risk
against mission requirements.
Course-of-Action Analysis: Will a CL III/V location or Class III (package)
products pollute fresh-water sources for friendly forces and civilians?
Course-of-Action Comparison: When comparing most likely enemy and best
friendly COAs, consider the likelihood that the enemy may pollute as a means of
obscuring the battlefield or preventing friendly use of abandoned resources; this, in

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 Environmental Considerations

turn, may affect flight visibility, friendly and enemy force identification, and laser
designation and range-finding.
Course-of-Action Approval: When choosing the most likely friendly COAs,
consider whether slight plan modification would reduce environmental impact
without affecting the mission.
Orders Production: Include environmental impacts and precautions in the
OPORD’s coordinating instructions of the execution paragraph or Annex F
(Engineer), Appendix 2 (Environmental Considerations).

SECTION III - OPERATIONS: INTEGRATING ENVIRONMENTAL

CONSIDERATIONS

ENVIRONMENTAL PROTECTION DURING MILITARY OPERATIONS

D-15. Protecting the physical and natural environment while conducting operations against
a hostile force is seldom feasible. The spectrum of conflict or nature of the stability
operations and support operations determines the viable environmental control measures.
Units establish protective actions that minimize environmental impact while accomplishing
the mission.
D-16. Rescue and noncombatant evacuation orders (NEOs), humanitarian assistance,
firefighting, and overseas flight and logistical operations may impose unique environmental
requirements and hazards. CALL Newsletter 99-9, Integrating Military Environmental
Protection, provides insights on the emerging doctrine for base-camp operations that may
include airfields. Operations, when possible, should avoid unnecessary effects on the
environment of the host nation and should minimize collateral damage.

UNNECESSARY ENVIRONMENTAL IMPACTS

D-17. Unnecessary impacts include environmental damage that military necessity cannot
justify. These acts are either wanton intentional acts or negligent unintentional acts.
Examples of a wanton act could include dumping diesel into a river or depositing medical
waste onto a farmer’s field. An example of a negligent act might include spilling changed oil
from a drip pan onto the ground because of hurried attempts to dispose of the oil properly.

ENVIRONMENTAL COLLATERAL DAMAGE

D-18. Environmental collateral damage results from military actions during armed conflict
that unintentionally causes other environmental consequences. Damaging enemy targets—
such as ammunition stockpiles or wastewater treatment plants—can release hazardous
substances that cause unintended casualties long after the battlefield/AO is secured. This
may result in health and logistical (water) problems that could jeopardize the health of
noncombatants—including occupational peace enforcement and peacekeeping allied forces
left behind. Such collateral damage increases rebuilding efforts and may leave
noncombatants with negative feelings toward the United States and its allies.
D-19. Articles 54 and 55 of the Geneva Convention protect objects indispensable for the
survival of the civilian population and natural environment, respectively. There are similar
issues regarding destruction of ancient monuments, churches, and similar cultural sites.

RISK MANAGEMENT
D-20. Preparation is key to successful environmental understanding and protection in daily
operations and training. Commanders (company and above) must designate an

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FMI 3-90.61

environmental compliance officer to be responsible for environmental education, SOP

updates, environmental risk assessments, and incident reporting. Commanders and ECOs
also must assess areas where unit activities are most likely to violate environmental
compliance.
D-21. The commander or ECO can coordinate most matters by contacting the environmental
management office (EMO), Chief of Range Division, and the military fire department. In
most cases, the EMO also includes the fish and wildlife officers and foresters, all located
under the Directorate of Public Works (DPW). In cases where training is conducted overseas
without corresponding U.S. organizations, units must coordinate with the host nation’s
equivalent of the above listed POCs. If there is no host-nation equivalent, training is
conducted according to U.S. policies and regulations.

SUMMARY
D-22. Unit leaders use environmental risk assessments to estimate the potential effect of
unit activities on the natural and physical environment. This process applies to routine
activities, training, mobilization, or deployment. The environmental risk assessment allows
leaders and their staffs to identify potential environmental problems. The process also allows
unit leaders to identify and manage residual risk.

D-6 FMI 3-90.61 15 March 2005

 Appendix E
Digital Command and Control Rehearsal

BACKGROUND
E-1. An early lesson learned in the digitization of the Army is that the complex digital
communications systems have to be checked for proper connectivity and functional
integration throughout the entire digital architecture before the commander can digitally
communicate with confidence. The digital command and control rehearsal (DC2R) was
developed as a step-by-step check of the individual and collective functioning of the Army
Battle Command Systems (ABCS) (the Force XXI Battle Command Brigade and Below
(FBCB2) System through the Global Command and Control System (GCCS)) to validate the
architecture, troubleshoot the system, and provide warmup training for the digital operators.
When the DC2R is not conducted and the digital system placed under load points, system
failure will frustrate both the users and commanders.

WHAT IS A DC2R?
E-2. A DC2R is a deliberate step-by-step establishment and load test of the digital
communications architecture that validates the systems in the architecture and the ability to
correctly pass digital messages. The technique described is only one way to approach the
problem, and all units should tailor the DC2R technique to meet their requirements.

PHASE 1: VALIDATE THE ARCHITECTURE

E-3. The first step in the DC2R is to verify the digital systems architecture to ensure that
there is a plan to communicate with the units in the task organization and higher
headquarters. Since our internet protocol based unit addressing system does not allow for
dynamic changes of units entering and leaving the task organization, the importance of
validation of the digital architecture is the foundation for success. The architecture
validation builds the rehearsal plan since the architecture drives the test load regarding the
numbers and types of systems as well as the messaging interface required by the different
ABCS (FBCB2 through GCCS). Part of the architecture validation is a system-by-system,
platform-by-platform (vehicles) check to ensure that each individual system has all of the
required component parts and they work. The digital architecture is a chain in that any
missing link will cause the chain to fail. The diagram at Figure M-1 shows an example of the
systems equipment checks that must be done to validate equipment in the architecture.

PHASE 2: CONNECTIVITY TESTING

E-4. Once the architecture has been validated, connectivity testing of the upper and lower
tactical internet (TI) begins in each of the battlefield functional areas. The diagrams at
Figures M-2, M-3, and M-4 show a standard TI test load of the messaging in each system
within ABCS. In the course of load testing, the quality of the messages must be affirmed.
Any problems that are discovered must be recorded and resolved before the system is
declared to be functioning properly. Every problem that is resolved must be retested to
ensure that the fix meets the architecture standards.

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FMI 3-90.61

PHASE 3: FIX PROBLEMS AND RECHECK

E-5. The final phase of the DC2R is to recheck each fix and then to retest the system as a
whole to ensure connectivity and stability. A fix plan must be developed to ensure that
problems are solved in a fashion that strengthens the digital chain. When conducting
exercises based on simulations, an integration plan of the simulation and simulation feeds
into the digital communications systems must also be built into the test and fix plans for the
simulation-based exercise to work.

Figure E-1. Example of Equipment Listing for DC2R Functions Check

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 Digital Command and Control Rehearsal

Figure E-2. Example of ABCS Functions Check of Messages Between Systems

15 March 2005 FMI 3-90.61 E-3

FMI 3-90.61

Figure E-3. Example of FBCB2 Checklist

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 Digital Command and Control Rehearsal

Figure E-4. Example of ABCS Checks at the Battalion Level

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 Glossary
A/EGM attack/effects guidance matrix
A/L administrative/logistical; administration and logistics
A/S3 assistant S3
A2C2 Army airspace command and control
AA assembly area; avenue of approach
AAFES Army and Air Force Exchange Service
AAIS Army Automation Information System
AAR after-action review
AATF air assault/movement task force; air assault task force
AATFC air assault task force commander
ABCS Army Battle Command System
ABE assistant brigade engineer
ABF attack by fire
ABMOC air battle management operations center
AC active component
ACA airspace coordination area
ACE armored combat earthmover
ACIPS Army Casualty Information Processing System
ACK acknowledge
ACL allowable cargo load
ACM airspace coordination measure; aircraft control measure
ACP air control point
ACT analysis and control team
ACUS Army Common User System
ADA air defense artillery
ADACP Alcohol and Drug Abuse Prevention Control
ADAM area denial artillery munitions; area denial antipersonnel mine
ADAMS Airborne Data Analysis and Monitoring System
ADAPC alcohol and drug abuse prevention control
ADC area damage control; analog-to-digital converter
ADCON administrative control; advise all concerned
ADDS Army Data Distribution System
ADO air defense officer
ADP Automated Data Processing
ADU air defense unit
ADW air defense warning
AECOORD assistant effects coordinator
AFATDS Advanced Field Artillery Tactical Data System

15 March 2005 FMI 3-90.61 Glossary-1

FMI 3-90.61

AFATDS- LCU AFATDS-lightweight computer unit

AFCS automatic fire control system
AFFS Army Field Feeding System
AFSP Army Food Service Program
AGCCS Army Global Command and Control System
AGM attack guidance matrix
AHB assault helicopter battalion
AHD antihandling device
AI area of interest
AIMI aviation intensively managed items
AIS automation information system
AIT automatic identification technology
ALO air liaison officer
ALOC administrative and logistics operations center;
administrative/logistics operations center
AM amplitude modulation
AMB air mission brief
AMC air mission commander; Aviation Maintenance Company; Army
Materiel Command; Air Mobility Command
AMC-LSE Army Materiel Command-Logistics Support Element
AMCM air mission coordination meeting
AMD air and missile defense
AMDO air and missile defense officer
AMDWS air and missile defense workstation
AMED Army Medical Department
AMEDD Army Medical Department
AMO Automation Management Office
AMPS Aviation Mission Planning System
AMSS Army Materiel Status System
AMT air movement table
ANCD automated network control device
ANGLICO air and naval gunfire liaison company
AO area of operations
AOAP Army Oil Analysis Program
AOE Army of Excellence
AOI area of interest
AOR area of responsibility
APC armored personnel carrier
APOD aerial port of debarkation
APOE aerial port of embarkation

Glossary-2 FMI 3-90.61 15 March 2005

 Glossary

AR Army regulation; armor

ARB attack reconnaissance battalion
ARC attack reconnaissance company
ARFOR Army forces
ARNG Army National Guard
ARS armed reconnaissance squadron
ARSOF Army special operations forces
AS autonomous system
ASAS All Source Analysis System
ASAS-L All-Source Analysis System-Light
ASAS-RWS All-Source Analysis System-Remote Workstation
ASCC Army service component command
ASL authorized stockage list
ASOC air support operations center
ASP ammunition supply point
ASR air support request; alternate supply route
ASWBL Armed Services Whole Blood Processing Laboratory
AT antitank; antiterrorism
ATCC air traffic control center; airborne transmitter control center
ATCCS Army Tactical Command and Control System
ATGM antitank guided missile
ATHP ammunition transfer holding point
ATI artillery target intelligence
ATM advanced trauma management
ATO air tasking order
ATP ammunition transfer point (graphics)
ATS air traffic services
AUTL Army Universal Task List
AVIM aviation intermediate maintenance (graphics)
AVLB armored launched bridge
AVN aviation
AWACS Airborne Warning and Control System
AXP ambulance exchange point
B bulk
BAE brigade aviation element
BAO brigade aviation officer
BAS battalion aid station
BBDPICM base-burn dual-purpose improved conventional munitions
BC battle command
BCOC base cluster operations center

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FMI 3-90.61

BCOM battle command on the move

BCIS Battlefield Combat Identification System
BCOTM battle command on the move
BCS3 Battle Command Sustainment Support System
BCT brigade combat team
BD battlefield distribution
BDA battle damage assessment
BDAR battle damage assessment and repair
BDE brigade
BDO battledress overgarment
BER bit error rate; basic encoding rules; bit error ratio
BF battle fatigue
BFA battlefield functional area
BFC battalion fire cell
BFT binary file transfer; Blue Force Tracker
BFSB battlefield surveillance brigade
BFV Bradley fighting vehicle
BFVS Bradley Fighting Vehicle System
BHL battle handover line
BHOL battle handover line
BICC battlefield information control center
BIDS Biological Identification Detection System
BII basic issue items
BIT built in test
BITE built in test equipment
BJA baseline jamming assets
BLAST blocked asynchronous transmission
BLOS beyond line of site
BMIS-T Battlefield Medical Information System-Telemedical
BMNT beginning morning nautical twilight
BMSO brigade medical support office
BN battalion
BNN battalion network node
BOLT brigade operations legal team; brigade operational law team
BOS battlefield operating systems (now called warfighting functions)
BP battle position
BRS brigade reconnaissance squadron
BRT brigade reconnaissance team
BSA brigade support area
BSB brigade support battalion

Glossary-4 FMI 3-90.61 15 March 2005

 Glossary

BSFV Bradley Stinger fighting vehicle

BSMC brigade support medical company
BSOC battalion support operations center
BSS brigade surgical section; brigade surgeon section
BTB brigade troops battalion
BUB battle update briefing
CofS chief of staff
C2 command and control
C3 command, control, and communications
C3I command, control, communications, and intelligence
C4 command, control, communications, and computers
C4I command, control, communications, computers, and intelligence
C4ISR command, control, communications, computers, intelligence,
surveillance, reconnaissance
C4OPS command, control, communications, and computers operations
CA civil affairs
CAB combined arms battalion
CABSA combined arms battalion support area
CACOM (theater) civil affairs command
CAFAD combined arms for air defense
CAISI CSS Automated Information System Interface
CAISI/VSAT CSS Automated Information System Interface very small aperture
terminal
CANTCO can’t comply
CAR combined arms rehearsal
CAS close air support
CASEVAC casualty evacuation
CASI/NES CSS Automated Information Management Interface/Network
Encryption System
CATK counterattack
CBRN chemical, biological, radiological, and nuclear
CBRNE-CM chemical, biological, radiological, and nuclear, and high-yield
explosive consequence management
CBRNWRS Chemical, Biological, Radiological, and Nuclear Warning and
Reporting System
CBT combat trains (graphics)
CBU cluster bomb unit
CCA close combat attack
CCCP chemical casualty collection point
CCI controlled cryptographic items
CCIR commander’s critical information requirements

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FMI 3-90.61

CCL combat configured load

CCP casualty collection point
CD Counterdrug
CDE chemical defense equipment
CDR commander
CE communications electronics
CEB clothing exchange and bath
CERP commander’s emergency response program
CFF call for fire
CFFZ call for fire zone
CFL coordinated fire line; coordination fire line
CFS call for support
CFV cavalry fighting vehicle
CFZ critical friendly zone; critical fire zone
CGS common ground station
cGy centigray—refers to levels of radiation (1cGy = 1 Rad) 1 unit of
absorbed radiation. (NATO & DoD)
CHE container handling equipment
CHEMO chemical officer
CHL combat health logistics
CHS combat health support
CHU container handling unit
CI counterintelligence
CIP combat identification panel
CK containerized kitchen
CL closed loop; control language; computational linguistics; conversion
loss; central line; chemical laser; chief of logistics; control level
CLS combat lifesaver
CMO civil-military operations
CMOC civil-military operations center
CMT common military training; career management training; critical
military target
CNR combat net radio
CNRI combat net radio interface
Co company (graphics)
COA course of action
COCOM combatant commander
COE common operational environment
COLT combat observation lazing team
COMMEL communications/electronics
COMSEC communications security

Glossary-6 FMI 3-90.61 15 March 2005

 Glossary

CONOPS continuity of operations/contingency operations

CONUS continental United States
COP comman operating picture
COSC combat operations stress control
COTS commercial off the shelf
CP command post
CPHD Copperhead
CPT captain
CRO combat replenishment operation
CROP containerized roll-In/roll-out platform
CRP common relevant picture
CS combat support
CSM command sergeant major
CSR controlled supply rate
CSS combat service support
CSSAMO CSS automation management officer
CT counterterrorism
CTA common table of allowances
CTC combat training center
CTCP combat trains command post
CTD charge transfer device; concealed target detection
CTIL commander’s tracked items list
CTOC corps tactical operations center
CULT common use land transportation
CZ censor zone
D3A decide, detect, deliver, and assess
DA PAM Department of the Army Pamphlet
DA battle damage assessment; Department of the Army
DAMMS-R Department of the Army Movement Management
DART disaster assistance response team (graphics)
DBSS Defense Blood Standard System
DC distribution company
DC2R digital command and control rehearsal
DCO deputy commander for operations; deputy commanding officer
DCPC direct combat position code; direct combat probability code
DED detailed equipment decontamination
DEPORD deployment order
DIMHRS Defense Integrated Military Human Resources System
DISN Defense Information Systems Network
DLIC detachment left in contact

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FMI 3-90.61

DMC distribution management center

DMLSS-AM Defense Medical Logistic Standard-Assemblage Management
DMOS duty military occupational specialty
DNBI disease and nonbattle injuries
DNVT digital, nonsecure voice telephone
DoD Department of Defense
DOD Department of Defense
DODAAC Department of Defense Activity Address Code
DODAC Department of Defense Ammunition Code
DODIC Department of Defense Identification Code
DP decision point
DPD deployed personnel database
DPICM dual-purpose improved conventional munitions
DPL distribution platoon leader
DS direct support
DSO domestic support operation
DST decision support template
DSVT digital secure voice telephone
DTD detailed troop decontamination
DTG date time group
DTS data transmission system; data transfer system
DTSS Digital Terrain Support System
DVE driver vision enhancer
DVNT digital voice nonsecure telephone
DZ drop zone
E extremely high (risk)
EA engagement area; electronic attack
EAB echelons above brigade
EBA engineer battlefield assessment
EBC embedded battle command
EBO effects based operations
ECCM electronic counter measures
ECO environmental compliance officer/emergency control officer
ECOA enemy course of action
ECOORD effects coordinator
EEFI essential elements of friendly information
EEI essential elements of information
EENT ending evening nautical twilight
EFAT essential field artillery task
EFET essential fire effects task; essential fire and effects task

Glossary-8 FMI 3-90.61 15 March 2005

 Glossary

eMILPO electronic military personnel operations; electronic military

personnel office
EMST essential mobility/survivability task
EMT emergency medical treatment
ENY enemy (graphic)
EO electro-optical
EOD explosive ordnance disposal
EOH equipment on hand
EPLRS Enhanced Position Location Reporting System
EPW enemy prisoner of war
ERF environment relative factors
ESSS external stores support system
ETA estimated time of arrival
ETAC enlisted terminal air controller; enlisted tactical air controller
ETACCS enlisted tactical air command and control specialist
ETM Electronic Tech Manual
ETM-I electronic technical manual-interface
ETOT extended time over target
EVNT ending evening nautical twilight
EW electronic warfare
1SG first sergeant
F&E fires and effects
FA field artillery
FAADC2 Forward Area Air Defense Command and Control (Systems)
FAADC3I Forward Area Air Defense Command, Control, Communications, and
Intelligence
FAASV field artillery ammunition supply vehicle
FAC forward air controller
FAC(A) forward air controller (airborne)
FARE forward area refueling equipment
FARP forward arming and refueling point
FASCAM family of scatterable mines
FASMS Forecast/Allocation Submission Management System
FASP field artillery support plan
FBCB2 Force XXI Battle Command Brigade and Below [System]
FBCB2/BFT Force XXI Battle Command Brigade and Below System/Blue Force
Tracker
FBI Federal Bureau of Investigation
FBSA fires battalion support area
FCR fire control radar
FCS fire control system

15 March 2005 FMI 3-90.61 Glossary-9

FMI 3-90.61

FD functional description
FDC fire direction center
FDMA frequency division multiple access
FDO fire direction officer
FDRP first destination reporting point
FEBA forward edge of the battle area
FEC fires and effects cell
FECE fires and effects coordination element
FED forward entry device
FEEM fires and effects execution matrix
FEMA Federal Emergency Management Agency
FESP fires and effects support plan
FFAR folding-fin aerial rocket
FFE fire for effect
FFIR friendly forces information requirements
FHA foreign humanitarian assistance
FHP force health protection
FHPO force health protection officer
FID foreign internal defense
FIST fire support team
FLD field (graphics)
FLE forward logistics element
FLIR forward looking infrared
FLO fighter liaison officer
FLOT forward line of own troops
FM field manual; frequency modulated
FMC fully mission capable
FMI field manual-interim
FMT field maintenance team
FMTV family of medium tactical vehicles
FO forward observer
FOB forward operations base
FOS forward observer system
FP force protection
FPF final protective fires
FPL final protective line
FPOL forward passage of lines
FRAGO fragmentary order
FRCP flatrack collection point
FRG family readiness group

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 Glossary

FRIES fast rope insertion extraction system

FRS forward repair system
FS fire support
FSB forward support battalion
FSC forward support company
FSCL fire support coordination line
FSCM fire support coordination measure; forward support medical company
FSCOORD fire support coordinator
FSE fire support element
FSMC forward support medical company
FSMT forward support medical evaluation team; forward support medical
evacuation team
FSO fire support officer
FSSP fuel system supply point
FST forward surgical team
FSV fire support vehicle
FTL far target locator
FU firing unit
FWF former warring factions
FXXI Force XXI
G/VLLD ground/vehicle vehicular laser locator designator
GBS ground based sensor
GCCS-A Global Command and Control System-Army
GEMSS Ground Emplaced Mine Scattering System
GIG global information grid
GMF ground mobile forces
GOTS government off the shelf
GPS Global Positioning System
GRP group
GRS graves registration service; generalized retrieval system; general
records schedules
GS general support
GSAB general support aviation battalion
GSAC general support aviation company
GSE ground support equipment
GSR ground surveillance radar
GT gun target
GTN Global Transportation Network; Global Traffic Network
GTP ground tactical plan
GWOT global war on terrorism

15 March 2005 FMI 3-90.61 Glossary-11

FMI 3-90.61

H high (risk)
HA hasty attack; holding area
HAVECO have complied
HAZMAT hazardous materials
HBCT heavy brigade combat team
HCA humanitarian and civic assistance
HCLOS high capacity line of sight
HCP health care package
HE high explosive
HEAT high explosive, antitank
HEMTT heavy expanded mobility tactical truck
HEP high explosive, plastic
HERCULES heavy equipment recovery combat utility lift and evacuation
HET heavy equipment transport
HF high frequency
HHB headquarters and headquarters battery
HHC headquarters and headquarters company
HHT headquarters and headquarters troop
HIMAD high-to-medium-altitude air defense
HIMARS High Mobility Artillery Rocket System
HM hazardous materials
HMMWV high mobility, multipurpose wheeled vehicle
HNS host nation support
HPT high payoff target
HPTL high payoff target list
HQ headquarters
HR human resources
HRS heavy reconnaissance squadron
HSSO health services support operations
HTU handheld terminal unit
HUMINT human intelligence
HVT high value target
HvyHC heavy helicopter company
HW half wave; hardware; hazardous waste
IA information assurance
IAW in accordance with
IBCT infantry brigade combat team
IBS integrated broadcast service
ICM improved conventional munitions
ICW in coordination with

Glossary-12 FMI 3-90.61 15 March 2005

 Glossary

ID identification
IDMM isolate, dominate, maintain, multidimensional-multiecheloned
IED improvised explosive device
IETM interactive electronic technical manual
IEW intelligence and electronic warfare
IFF identification, friend or foe
IFOR Implementation Force
IFSAS Interim Fire Support Automation System
IFTE Integrated Family of Test Equipment
IFV infantry fighting vehicle
IHFR improved high frequency radio
IMETS Integrated Meteorological System
IMINT imagery intelligence
INC interface network controller
INFOSYS information systems
INMARSAT international maritime satellite
INS inertial navigation system
INTSUM intelligence summary
IO information operations
IOCOORD information operations coordinator
ION input/output node
IP internet protocol; initial position
IPB intelligence preparation of the battlefield
IPS intelligence production support
IR information requirements; infrared; intelligence requirements
IREMBASS Improved Remotely Monitored Battlefield Sensor System
ISB Intelligence Systems Board; intermediate staging base
ISG information systems group
ISM intelligence synchronization matrix
ISR intelligence, surveillance, and reconnaissance
ISSO information services support officer
ISYSCOM integrated system control
ISYSCON(V)4 Integrated System Control (Version) 4
IT information technology
ITAPDB Integrated Total Army Personnel Database
ITO invitational travel orders
ITV in transit visibility
IV intervisibility; intermediate voltage; inventory variance
IVIS Intervehicular Information System
JAAT joint air attack team

15 March 2005 FMI 3-90.61 Glossary-13

FMI 3-90.61

JAG judge advocate general

JCDB joint common database
JCMOTF joint civil military operations task force
JCS Joint Chiefs of Staff
JFACC joint force air component commander
JFC joint forces commander
JFLCC joint force land component commander
JI joint inspection
JIM joint, interagency, multinational
JMC joint military commission
JMeWS joint medical workstation
JNN joint network node
JOA joint operational area
JPOTF joint psychological operations task force
JRSOI joint reception, staging, and onward integration
JSEAD joint suppression of enemy air defense
JSTARS Joint Surveillance Target Attack Radar System
JTACP joint tactical air control party
JTF joint task force
JTOC joint tactical operations command; joint target oversight council
JTTP joint tactics, techniques, and procedures
KCLFF kitchen combat level field feeding
KIA killed in action
L low (risk)
LADW local air defense warning
LAN local area network
LAR logistical assistance representative
LC line of contact
LCC land component commander
LDB local database
LD line of departure
LD/LC line of departure/line of contact
LEIOV latest event information of value
LEN large extension node
LERSM Lower Echelon Reporting and Surveillance Module
LHS load handling system
LIN line item number
L-IPB logistics-intelligence preparation of the battlefield
LLDR lightweight laser designator rangefinder
LMCS Land Missile Combat System

Glossary-14 FMI 3-90.61 15 March 2005

 Glossary

LMTV light/medium tactical vehicles

LNO liaison officer
LOA limits of advance
LOC lines of communication
LOD level of detail; line of demarcation; line of departure
LOG logistics
LOGCAP Logistics Civil Augmentation Program
LOGPAC logistics package
LOGPAD logistics helipad
LOGSA Logistics Situation Awareness/Logistics Support Agency
LOGSITREP logistics situation report
LOGSTAT logistics status
LOR limits of reconnaissance
LOS line of sight
LP listening post
LPB logistics preparation of the battlefield
LPP logistics release point
LRAS3 Long Range Advanced Scout Surveillance System
LRF laser rangefinder
LRF/D laser range finder/designator
LRP logistics release point
LRRS long range radar station
LRS long range surveillance
LRSD long range surveillance detachment
LRU line replacement unit
LSDIS light and special divisions interim sensor
LTACFIRE Lightweight Tactical Automation System
LTF logistics task force
LTIOV last/latest time information is of value
LTO logistics task order
LZ landing zone
M moderate (risk)
M3 maintenance and materiel management
MA mortuary affairs
MAC mine action center
MACOM major command
MACP mortuary affairs collection point
MANPADS man-portable air defense system
MARC manpower Army requirements criteria
MASINT measurement and signature intelligence

15 March 2005 FMI 3-90.61 Glossary-15

FMI 3-90.61

MB maneuver battalion
BA main battle area
MBCOTM mounted battle command on the move
MBSA maneuver battalion support area command post
MC movement control; medical company
MC4 medical communications for combat casualty care
MCG mobile command group
MCL mission configured load
MCM multicapable maintainer
MCO major combat operations; movement control office; movement control
officer
MCOO modified combined obstacle overlay
MCS Maneuver Control System; maintenance control section
MCS-L Maneuver Control System-Light
MCSR Mission Condition Status Report
MCT movement control team
MDMP military decision-making process
ME maneuver enhancement (brigade)
MEDEVAC medical evacuation
MEDLOG medical logistics
MEDSUP medical supply
MES medical equipment set
METL mission-essential task list
METSAT meteorological satellite
METT-TC mission, enemy, terrain and weather, troops and support available,
time available, and civil considerations
MFR memorandum for record
MGB medium-girder bridge
MGRS military grid reference system
MGS mobile gun system
MH mental health
MHE materials handling equipment
MI Co military intelligence company
MI military intelligence
MIA missing in action
MIC/HIC mid-intensity/high-intensity conflict
MICLIC mine clearing line charge
MICO military intelligence company
MILVAN military van
MKT mobile kitchen trailer

Glossary-16 FMI 3-90.61 15 March 2005

 Glossary

MLO military liaison officer; medical logistics officer

MLRS multiple-launched rocket system
MMMB medical material management branch
MMS mast-mounted sight
MMSO maneuver and mobility support operations
MOE measure of effectiveness
MOEI measure of effectiveness indicator
MOOTW military operations other than war
MOP measure of performance
MOPMS modular pack mine system
MOPP mission-oriented protective posture
MOS military occupational specialty
MOU memorandum of understanding
MP military police
MRE meals, ready to eat
MRO materiel release order
MSD minimum safe distance
MSE mobile subscriber equipment
MSO mission staging operations
MSR main supply route
MSRT mobile subscriber radio telephone
MST maintenance support team
MSU major subordinate unit; medical supply unit
MTF medical treatment facility
MTOE modified table of organization and equipment
MTS Movement Tracking System
MTV medium tactical vehicles
MTW major theater of war
MWR morale, welfare, and recreation
NAI named area of interest
NATO North Atlantic Treaty Organization
NAVAID navigation aid
NBC nuclear, biological, and chemical
NBCI National Broadcasting Company Internet/Interactive
NBCRS nuclear, biological, chemical, and radiological simulation; Nuclear,
Biological, Chemical Reconnaissance System
NBCWRS Nuclear, Biological, Chemical Warning and Reporting System
NC node center
NCA National Command Authority (Use Secretary of Defense or
President, DOD, or Secretary of Defense, As per JCS letter dated
01Jan02).

15 March 2005 FMI 3-90.61 Glossary-17

FMI 3-90.61

NCO noncommissioned officer

NCOIC noncommissioned officer in charge
NCS net control station
NEO noncombatant evacuation operation
NETCOM network command
NETOPS network operations
NFA no-fire area
NG National Guard
NGF naval gunfire
NGFS naval surface fire support
NGIA National Geospatial Imagery Agency
NGLO naval gunfire liaison officer
NGO nongovernmental organization
NIMA National Imagery Mapping Agency
NIPRNET nonsecure internet protocol router network
NLOS night line of sight
NLT no later than
NMC nonmission capable
NODLR night observation device, long range
NOE nap-of-the-earth
NORMA nature of the target, obstacle clearance, range to target, multiple
firing positions, adequate area for proper dispersion between aircraft
NP neuropsychiatry services
NRT near real time
NRTS not repairable this station
NSC net control station
NSFS naval surface fire support
NSL nonstockage list
NSN national stock number
NTDR near-term digital radio
NVG night-vision goggles
O&I operations and intelligence
O/I operations and intelligence
OAKOC observation and fields of fire, avenues of approach, key terrain,
obstacles and movement, and cover and concealment
OB order of battle
OBJ objective (graphics)
OBSTINTEL obstacle intelligence
OCIE organizational clothing and individual equipment
OCOKA observation and fields of fire, cover and concealment, obstacles, key
terrain, and avenues of approach

Glossary-18 FMI 3-90.61 15 March 2005

 Glossary

OCPA Office of the Chief of Public Affairs

ODS Operation Desert Shield
OE operational environment
OEG operational exposure guidance
OI operations and intelligence
OIC officer in charge
OIF Operation Iraqi Freedom
ONA operational net assessment
OP observation post
OPCON operational control
OPLAN operation plan
OPLAW-JA operations law-judge advocate
OPLOG operational logistics
OPLOG-PLANNE operations logistics planner
OPORD operation order
OPSEC operations security
OPTEMPO operations tempo
ORGWON organization work order number
ORL ordnance release line
OST order ship time
P&A Personnel and Administration
PA physician’s assistant; position area
PAC personnel and administration center
PAG public affairs guidance
PAI personnel asset inventory
PAM pamphlet
PAO public affairs officer; public affairs office
PARC principal assistant responsible for contracting
PARRTS Patient Accounting and Reports Real-Time Tracking System
PASBA Patient Administration System and Biostatistics Activity
PASR personnel accounting strength report
PBO property book officer
PCC pre-combat check; primary control center
PCI precombat inspection
PDD presidential decision directive
PDF protective defensive fires
PEL priority effects list
PEO peace enforcement operations
PERSITREP personnel situation report
PGM precision-guided munition

15 March 2005 FMI 3-90.61 Glossary-19

FMI 3-90.61

PIR priority intelligence requirements

PKO peacekeeping operations
PL phase line, platoon leader
PLGR precision lightweight GPS receiver
PLL prescribed load list
PLS pallet logistics system; palletized load system
PLS-E Palletized Load System-Enhanced
PM provost marshall/program manager
PMCS preventive maintenance checks and services
PME peacetime military engagement
PMM preventative medicine measures
PO peace operations
POC point of contact
POD port of debarkation
POE port of embarkation
POL petroleum, oils, and lubricants
POM preparation for overseas movement
POSNAV position navigation
POV personally owned vehicle
PP passage point
PR personnel recovery
PROPHET programmed reviewing, ordering, and forecasting inventory
technique
PS physical security;
PSD personnel security detachment
PSG platoon sergeant
PSNCO personnel staff noncommissioned officer
PSS personnel service support
PSYACTS psychological operations actions
PSYOP psychological operations
PVNTMED preventive medicine
PVO private volunteer organization
PW prisoner of war [do we want to use PW or POW? PW is the official
usage, but POW is more familiar.]
PZ pickup zone
PZCO pickup zone control officer
Q&A questions and answers
QC quality control
QM quartermaster
QRF quick reactionary force

Glossary-20 FMI 3-90.61 15 March 2005

 Glossary

QSC quantity per shipping container

R reinforce
R&S reconnaissance and surveillance
R/GSR reinforcing/general support reinforcing
RA routing area
RAAM remote antiarmor mine
RAAMS Remote Antiarmor Mine System
RAP rocket-assisted projectile
RATELO radio-telephone operator
RAU radio access unit
RC reserve component
RCC regional combatant commander
RDD required delivery date
RDO radar deployment order
RECCE reconnaissance
RECON reconnaissance
RED risk estimate distance
REDCON readiness condition
RF radio frequency
RFA restrictive fire area
RFI request for intelligence; request for information
RFID radio frequency identification tag
RFL restricted fire line
RHO reconnaissance handover
RHOL reconnaissance handover line
RI relevant information
RM requirements management
ROE rules of engagement
ROI rules of interaction
ROM refuel on the move
RP release point
RPB regional PSYOP battalion
RPG rocket-propelled grenade
RPOL rearward passage of line
RPV remotely piloted vehicle
RS radio set; religious support
RSCAAL remote sensing chemical agent alarm
RSO reconnaissance staff officer; regional security officer
RSOI reception, staging, onward movement, and integration
RSP regional supply point

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FMI 3-90.61

RTQ response to query

RSR required supply rate
RSSA reconnaissance squadron support area
RSSP ration supplement/sundries pack
RSTA reconnaissance, surveillance, and target acquisition
RTD return to duty
RTS remote tracking station;
RUF rules on the use of force
RVT remote video terminal
RWS remote workstation
RX reparable exchange
S1 adjutant/personnel officer
S2 intelligence officer
S3 operations and training officer
S4 logistics officer
S5 civil affairs officer
S6 communications staff officer
SA security assistance
SAAS-MOD Standard Army Ammunition System-Modernized
SADARM search and destroy armor
SALT size, activity, location, and time
SALUTE size, activity, location, unit, time, and equipment
SAMS Standard Army Maintenance System
SARSS Standard Army Retail Supply System
SARSS-O Standard Army Retail Supply System-Objective
SATCOM satellite communications
SBCT Stryker brigade combat team
SBF support by fire; suppress by fire
SC4 systems for command, control, communications, and computers
SCATMINE scatterable mine
SCATMINEWAR scatterable minefield warning
N
SCL standard conventional load
SCT scout (graphics)
SD self-destruct
SEAD suppression of enemy air defense
SECSGT section sergeant
SEE small emplacement excavator
SEN small extension node
SFC sergeant first class

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 Glossary

SFOR sustainment force

SGM sergeant major
SGT sergeant
SHORAD short-range air defense
SIDPERS Standard Installation Personnel System
SIGCOM (theater) signal command
SIGINT signals intelligence
SINCGARS Single-Channel Ground and Airborne Radio System
SIP system improvement plan
SIR specific information requirements
SITREP situation report
SITTEMP situation template
SIV systems integration vehicle
SJA staff judge advocate
SMART-T secure, mobile, antijam reliable, tactical terminal
SME subject matter expert
SMFT semitrailer mounted fabric tank
SMU special-mission unit
SOEO scheme of engineer operations
SOF special operations forces
SOI signal operating instructions
SOO space operations officer; special operations officer; supply operations
officer; support operations officer
SOP standing operating procedures
SOR specific orders and requests
SOS source of supply; special operations squad; strategic operating system
SOSRA suppress, obscure, secure, reduce, and assault
SP start point
SPBS-R Standard Property Book System-Revision
SPIES special patrol insertion/extraction system
SPINS special instructions
SPLL self-propelled loader-launcher
SPO support operations officer
SPOD seaport of debarkation
SPOE seaport of embarkation
SPORT soldier portable-system repair tool
SPOTREP spot report
SPT OPS support operations
SRC Standard Requirement Code

15 March 2005 FMI 3-90.61 Glossary-23

FMI 3-90.61

SRO system readiness objective; standing route order; singly resonant

oscillator
SRP Soldier readiness preparations
SSC small-scale contingency
STAMIS Standard Army Management Information System
STANAG Standardization NATO Agreement
STANG Standardization Agreement (NATO)
STE ICE simplified test equipment/internal combustion
STE secure telephone equipment; simplified test equipment
STON short ton
STRIKEWARN strike warning
STU secure telephone unit
SU situational understanding
SUA support unit of action
SUAV small-unit unmanned aerial vehicle
SVML standard vehicle-mounted launcher
SWEAT-MS sewage, wear, energy, academics, trash, medical, and security
SR system-revised
T/ESM target/effects synchronization matrix
TA target acquisition
TAA tactical assembly area
TAC terminal attack controller
TACAIR tactical air
TACON tactical control
TACP tactical air control party
TACSAT tactical satellite
TAI target area of interest
TAIS Target Airspace Integration System
TALO theater airlift liaison officer
TAML theater army medical laboratory
TAMMIS The Army Medical Management Information System
TAMMS The Army Maintenance Management System
TARSOC theater army special operations command
TAV total asset visibility
TB technical bulletin
TC-AIMS II Transportation Coordinator’s Automated Information for Movement
System II
TC-AIMS Transportation Coordinator’s Automated Information for Movement
System
TCAM TAMMIS customer assistance module
TCAM threat condition alerting message

Glossary-24 FMI 3-90.61 15 March 2005

 Glossary

TCF tactical combat force; tactical command force

TCMD transportation control and movements document
TCN transportation control number
TCO troop commanding officer
TCP traffic control point
TCRIT target criteria
TDA table of distribution and allowances
TDD time definite delivery
TDIS time and distance
TDMA time distance multiple access
TECHCON technical control
TEP theater engagement plan
TEWT tactical exercise without troops
TF task force
TI tactical internet
TIB theater intelligence brigade
TIM toxic industrial materials
TIO tactical intelligence officer
TIRS Terrain Index Reference System
TIS thermal imaging sensor
TLE target location error
TLP troop-leading procedures
TM team (graphics)
TMDE test, measurement, and diagnostic equipment
TMIP Theater Medical Information Program
TMM target management matrix
TMR transportation movement release; technical modification request
TNC theater network command
TO task order
TOA transfer of authority
TOC tactical operations center
TOE table of organization and equipment
TOW tube-launched, optically tracked, wire-guided
TPFDDL time-phased force and deployment data list
TPL time phase line
TPN tactical packet network
TPS Tactical Personnel System
TPT tactical PSYOP team
TRADOC US Army Training and Doctrine Command
TRI-TAC tri-service tactical communications

15 March 2005 FMI 3-90.61 Glossary-25

FMI 3-90.61

TRMT treatment
TRP target reference point
TSC theater sustainment command
TSM TRADOC systems manager; TRADOC systems management
TSOP tactical standing operating procedures
TSS target selection system; target selection standard
TTP tactics, techniques, and procedures
TUAV tactical unmanned aerial vehicle
TVS television sensor
TWV tactical wheeled vehicle
UA unit of action
UAV unmanned aerial vehicle
UBL unit base load
UCMJ Uniform Code of Military Justice
UEx unit of employment x
UEy unit of employment y
UGR-E unitized ground rations-express
UGR-H&S unitized ground rations-heat and serve
UGR unitized ground rations
UGR-A unitized group ration-A
UGR-B unitized group ration-B
UH utility helicopter
UHB ultrahigh brightness
UHF ultrahigh frequency
UHN unit hub node
UJTL universal joint task list
ULLS Unit-Level Logistics System
ULLS-(A/G/S4) Unit-Level Logistics System- (Air/Ground/Logistics)
ULLS-G Unit-Level Logistics System-Ground
UMCP unit maintenance collection point; unit maintenance control joint
UMO unit movements officer
UMT unit ministry team/unit maintenance technician
UN United Nations
UO urban operations
US United States
USAF United States Air Force
USAR United States Army Reserve
USMC United States Marine Corps
UTO unit task organization
UXO unexploded ordnance

Glossary-26 FMI 3-90.61 15 March 2005

 Glossary

VBIED vehicle borne improvised explosive device

VHF very high frequency
VHSIC very high-speed integrated circuits
VMF variable message format
VOIP voice over internet protocol
VSAT very small aperture terminal
VT variable time
WAN wide area network
WARNO warning order
WCS weapons control status
WIA wounded in action
WILCO will comply
WIN Warfighter Information Network
WMD weapons of mass destruction
WO warning order
WP white phosphorus
WSM weapon system manager
WSRO weapon system replacement operations
XO executive officer
ZOR zone of responsibility

15 March 2005 FMI 3-90.61 Glossary-27

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 References

ARMY PUBLICATIONS
AR 25-2. Information Assurance. 14 November 2003.
AR 190-8. Enemy Prisoners of War, Retained Personnel, Civilian Internees and Other
Detainees. 1 October 1997.
AR 200-1. Environmental Protection and Enhancement. 21 February 1997.
AR 200-2. Environmental Effects of Army Actions. 23 December 1988.
AR 360-1, Army Public Affairs Program. 15 September 00.
DA Form 2028 Recommended Changes to Publications and Blank Forms.
DA Form 2823. Sworn Statement.
DA Form 4137. Evidence/Property Custody Document.
DD Form 2745. Enemy Prisoner of War Capture Tag.
FM 1-113. Utility and Cargo Helicopter Operations. 12 September 1997. (will be revised
as FM 3-04.113.)
FM 3-0. Operations. 14 June 2001.
FM 3-09.32 (FM 90-20). (J-Fire) Multiservice Procedures for the Joint Application of
Firepower. 29 October 2004.
FM 3-04.111 (FM 1-111). Aviation Brigades. 21 August 2003.
FM 3-04.613 (FM 1-613). Army Fixed Wing Operations.
FM 3-19.40. Military Police Interment/Resettlement Operations. 1 August 2001.
FM 3-90, Tactics. 4 July 2001.
FM 4-01.011 (FM 55-65). Unit Movement Operations. 31 October 2002.
FM 4-01.30 (FM 55-10). Movement Control. 1 September 2003.
FM 4-01.41 (FM 55-20). Army Rail Operations. 12 December 2003.
FM 3-100.4. Environmental Considerations in Military Operations (will be revised as
FM 4-04.4).
FM 5-0, Army Planning and Orders Production. 29 January 2005.
FM 6-0. Mission Command: Command and Control of Army Forces. 11 August 2003.

JOINT PUBLICATIONS
JP 1-02. Department of Defense Dictionary of Military and Associated Terms.
12 April 2001 (as amended through 14 August 2002).
JP 3-63. Joint Doctrine for Detainee Operations. 27 July 2004.

OTHER PUBLICATIONS
DoDD 2310.1. DOD Program For Enemy Prisoners of War (POW) and Other Detainees
(Short Title: DOD Enemy POW Detainee Program). 18 August 1994.
DoD Directive 5122.5. Assistant Secretary of Defense for Public Affairs (ASDPA),
27 September 2000.
CALL Newsletter 99-9, Integrating Military Environmental Protection. August 1999.

15 March 2005 FMI 3-90.61 References-1

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 FMI 3-90.61
15 MARCH 2005
Expires 15 MARCH 2007

By order of the Secretary of the Army:

PETER J. SCHOOMAKER
General, United States Army
Chief of Staff

Official:

SANDRA R. RILEY
Administrative Assistant to the
Secretary of the Army
0506004

DISTRIBUTION:
Active Army, Army National Guard, and U.S. Army Reserve: Not to be distributed.
Electronic Means Only.
PIN: 082291-000